Prospects of Integrating Gig Economy in the Saudi Arabian Health-care System from the Perspectives of Health-care Decision-makers and Practitioners

Figures & data

Table 1 Reliability Analysis (Cronbach’s Alpha) for Prospects

Category	No. of Items	Cronbach's α	Result
Organizational competitiveness	5	0.836	Good
Resource management	7	0.841	Good
Sustainable development	10	0.832	Good

Table 2 Frequency Distribution of Demographic Variables

Variables	N (%)
Gender
Male	405 (56.8)
Female	307 (43.2)
Age
20–29	132 (18.5)
30–39	297 (41.7)
40–49	173 (24.3)
50–59	87 (12.2)
>59	23 (3.3)
Education
Bachelor’s degree	275 (38.6)
Master’s degree	179 (25.2)
PhD	22 (3.1)
Diploma/others	236 (33.1)
Job Position
Physician	236 (33.2)
Nurse	134 (18.9)
Administrative manager	71 (9.9)
Managers (MOH)	104 (14.6)
Administrative head (MOH)	153 (21.5)
Senior executive (MOH)	14 (1.9)

Table 3 Opinion Levels of Participants in Relation to Prospects of Using Gig Economy in Health care

Category	Prospects	Mean	Standard Deviation (SD)
Organizational competitiveness	Growth in employment	4.3	1.68
	Growth in economy	4.4	1.43
	Improved organizational competitiveness	3.4	3.28
	A cost-effective pricing strategy	3.3	1.37
	Ability to scale quickly	4.1	1.59
Average		3.9
Resource management	Motivation for Saudization program	4.5	1.15
	Reduced dependency on expatriates	2.3	1.29
	Freedom to workers	3.9	1.16
	Opportunities for women and ldisabled	4.4	1.28
	Availability of high-demand and specialized skill sets	4.2	1.39
	Greater recruitment flexibility	3.9	1.47
	Diverse pool of flexible workers	3.9	1.78
Average		3.87
Sustainable development	Effective health-care services management	4.1	1.31
	Improved access to health-care services	4.2	1.57
	Increasing opportunities in ever-growing market (health care) sector	4.3	3.89
	Effective project management	3.7	3.85
	A business model for future	3.8	3.17
	Advanced ICTs supporting gig business models	4.3	1.28
	An effective way for sharing health-care resources	4.2	4.12
	Restructuring business operations (due to lack of necessity for few operations such as talent management)	3.9	1.35
	Balanced regional development	4.3	1.44
	Employment opportunities in rural areas	4.5	1.08
Average		4.13

Table 4 Comparison of Health-care Workers and Experts Opinions on the Impact of Integrating Gig Economy with Health-care System on Organizational Competitiveness, Resource Management and Sustainable Development

	N	Mean	Standard Deviation	df	t-value	p-value
Organizational Competitiveness
Health-care workers	441	3.9	1.12	710	1.0948	0.2740
Experts	271	4.0	1.28
Resource Management
Health-care workers	441	3.9	1.69	710	0.8443	0.3988
Experts	271	3.8	1.24
Sustainable Development
Health-care workers	441	3.9	1.15	199	6.1319	0.0013 (p<0.05)*
Experts	271	4.2	1.29

Note: *Statistically significant.