Organizational Agility Assessment of a Moroccan Healthcare Organization in Times of COVID-19

Abstract

Since its appearance, COVID-19 has severely impacted the healthcare sector all over the world. The healthcare organizations should be agile in order to cope with this new health crisis. Indeed, organization agility was highly recommended as an essential basis for flexibility, innovation, speed, as well competitiveness. Different research provided different conceptual models suitable to evaluate the organization agility. In this sense, this paper presents an assessment model, which by defining different agile enablers, criteria and attributes, aims at identifying the least and the most suitable enablers influencing the healthcare organization agility. To realize it practically, this paper uses the fuzzy logic approach which provides the improvement directions for enhancing the organization agility. Subsequently, the data gathered from a Moroccan healthcare organization was substituted in this assessment model and the level and the suggestions improvement for agility were derived. In this way, the organization will integrate the successful combination of the agility enablers in this dynamic environment.

Workforce agility: Kajian literatur

“…Proaktif mengacu pada perilaku individu yang memperlihatkan prilaku memulai aktivitas yang mengarah pada solusi terhadap perubahan yang sedang berlangsung. Dimensi ini mengacu pada motivasi diri, self-efficacy, dan mengantisipasi serta memecahkan masalah (Tamtam & Tourabi, 2020;Muduli & Pandya, 2018;Sherehiy & Karwowski, 2014). Pekerja yang termotivasi dan ingin tahu lebih baik dalam mendeteksi dan merespons perubahan (Storme et al, 2020).…”

“…Adaptif mengacu pada kemampuan individu untuk beradaptasi terhadap perubahan dengan mengoptimalkan fleksibilitas yang melekat pada diri mereka. Pada tingkat individu, kemampuan beradaptasi mengacu pada kapan atau dimana pekerjaan dilakukan, proaktif dan ketahanan saat berhubungan dengan individu dari lingkungan budaya yang berbeda atau dengan latar belakang yang berbeda, dan keragaman tugas yang dilakukan bahkan secara bersamaan (Qin & Nembhard, 2015;Sherehiy & Karwowski, 2014;Sohrabi et al, 2014;Sumukadas & Sawney, 2004;Tamtam & Tourabi, 2020).…”

“…(2014);Sohrabi et al (2014);Tamtam & Tourabi (2020). Kemampuan untuk cepat menyesuaikan dengan tugas yang berbeda dan konteks pekerjaanQin & Nembhard (2015).Fleksibilitas jam kerja dan lokasiQin & Nembhard (2015);Tamtam & Tourabi (2020) Resilience Kemampuan untuk bekerja di lingkungan pekerjaan yang penuh tekananSherehiy & Karwowski (2014); Sohrabi et al…”

Analysis of Leadership, HR Practices, Organizational Agility, and Employee Performance at the Emergency Department of XYZ Hospital

“…Therefore, the ED is expected to have high service standardization and agility to ensure quality and patient's safety. Organizational agility is the ability of an organization to quickly adapt to unexpected changes that occur suddenly in environmental factors or other factors, as well as the organization's ability to implement novel strategies in dynamic environmental conditions (Goldman et al, 1995;Tamtam & Tourabi, 2020). Thus, the ED in hospitals requires organizational agility in carrying out its operational activities.…”

Organizational Agility, Competitive Capabilities, and the Performance of Health Care Organizations During the Covid-19 Pandemic

“…The concept of organizational agility was designed to address the above issues (Gold man and Nagel, 1993;Erande and Verna, 2008): it is the ability to meet uncertain and unpredictable customer demand, but also adapt to environmental changes, unlike traditional mass production and service. Many studies identify organizational agility as an important quality factor in a competitive market (Akkaya and Tabak, 2020;Parsa et al, 2020;Tamtam and Tourabi, 2020).…”