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ABSTRACT
Current research on digital transformation in the healthcare context is limited, and doesn’t consider the patient’s definition of value, the need to support traditional healthcare process improvement in parallel with new value creation activities, nor does it clearly examine changes that occur in the structure of healthcare organizations due to technologically driven change. This research seeks to address these issues and determine the capabilities that influence the creation of new and existing value propositions and the subsequent structural changes of digital transformation in healthcare by analyzing interviews with 19 American healthcare executives. Results highlight the need for patient-focused modes of value creation necessary to improve care coordination, which is affected by the ability to integrate data and reconfigure processes. End user focused modes compel healthcare organizations to digitize their services, however, this can be hampered by difficulties with change management and enforcing IT governance processes.
Disclosure statement
No potential conflict of interest was reported by the author(s).