Readiness for agile-sustainability in health-care organizations

Abstract

Purpose This study aims to identify the agile-sustainability readiness factors and analyze them in the context of health-care organization. In this study, agile-sustainability refers to “adapt to the changing environment and respond quickly by maximum using the resources as well as supporting the three pillars of sustainability”. Design/methodology/approach The “total interpretive structural modelling” (TISM) is used to examine the interrelationships of the identified readiness factors, and to classify the identified readiness factors based on its power to drive and depend on other factors, “Matrice d’impacts croisés multiplication appliquée á un classment (MICMAC) analysis” was used. Findings This study used a “literature review and experts’ opinion” to identify ten agile-sustainability preparedness characteristics. Organizational leadership, multi-skilled and multi-knowledgeable employees and decision-making autonomy were identified as critical elements in this study. Research limitations/implications The research focuses primarily on readiness for agile-sustainability in health-care sector. Practical implications This research aids health-care administrators and managers in their decision-making. This study suggests that the evaluation of the readiness factors would promote in raising service standards, ensuring an agile and sustainable health-care operations. The readiness elements that support effective implementation of agile-sustainability in health care require a higher priority from health-care management. Originality/value This study created a structural model for health-care organizations based on the TISM-based preparedness for agile-sustainability framework, which is a novel effort for adopting agile-sustainability in health care.

A comprehensive review of agile techniques in academic institutions for promoting sustainability capabilities

“…The inquiry is to determine and evaluate the elements contributing to an organization's readiness for agile sustainability. Agile sustainability is defined in the study as having the ability to adapt to evolving circumstances and making the most effective use of the existing assets while promoting each of the three elements of sustainability (Thomas and Suresh 2023).…”

Application of Agile Methodology in Managing the Healthcare Sector

“…Firstly, there is a lack of empirical validation, especially in Agile methodology's impact on healthcare outcomes and the influence of readiness factors on adoption. Secondly, while readiness factors such as organizational leadership, multi-skilled employees, and flexible structures Thomas and Suresh (2023); Vaishnavi and Suresh (2020) are identified, there is limited empirical evidence supporting these claims, indicating a research gap in the quantitative measurement of their influence. Moreover, there is a research gap concerning patient-centered outcomes, as the existing literature tends to be less comprehensive in addressing the direct impact of Agile methodologies on patient satisfaction and engagement.…”

“…Sector's Readiness Factors/Levels for Applying Agile Methodology Several researchers have explored the readiness factors for applying agile methodology. One of them is organizational leadership, which should have a clear vision, mission, and strategy for agility, thus necessitating healthcare corporate leaders to support and empower the employees to make decisions and take actions in a fast and effective way (Thomas & Suresh, 2023;Vaishnavi & Suresh, 2020). Some studies present multi-skilled and multi-knowledgeable employees as a critical readiness factor for agile methodology implementation (Chakraborty, Bhatt, & Chakravorty, 2019;Thomas & Suresh, 2023).…”

“…One of them is organizational leadership, which should have a clear vision, mission, and strategy for agility, thus necessitating healthcare corporate leaders to support and empower the employees to make decisions and take actions in a fast and effective way (Thomas & Suresh, 2023;Vaishnavi & Suresh, 2020). Some studies present multi-skilled and multi-knowledgeable employees as a critical readiness factor for agile methodology implementation (Chakraborty, Bhatt, & Chakravorty, 2019;Thomas & Suresh, 2023). The authors further claim that employees should have diverse skills and knowledge to cope with customers' and stakeholders' changing demands and expectations (Moheimani, Sheikh, Hosseini, & Sana, 2021;Suresh, Roobaswathiny, & Lakshmi Priyadarsini, 2021;Vaishnavi, Suresh, & Dutta, 2019).…”

“…The authors further claim that employees should have diverse skills and knowledge to cope with customers' and stakeholders' changing demands and expectations (Moheimani, Sheikh, Hosseini, & Sana, 2021;Suresh, Roobaswathiny, & Lakshmi Priyadarsini, 2021;Vaishnavi, Suresh, & Dutta, 2019). Moreover, the organizational structure should be flexible, flat, and decentralized to facilitate the flow of information and resources (Thomas & Suresh, 2023;Vaishnavi et al, 2019). Furthermore, some studies revealed that the organizational culture and organisational technology are essential in the implementation process (Chakraborty et al, 2019;Vaishnavi & Suresh, 2020).…”