https://www.mdu.se/

mdu.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Creating balancing spaces for digital ambidexterity: Identifying divergence and competing demands in healthcare transformation initiatives
Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. (HUMAN)ORCID iD: 0000-0002-6229-2673
Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. (HUMAN)ORCID iD: 0000-0003-3371-9313
Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. (HUMAN)ORCID iD: 0000-0002-0164-5914
Region Sörmland, Utvecklingsenheten, Eskilstuna, Sweden.
Show others and affiliations
2022 (English)In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877Article in journal (Refereed) Epub ahead of print
Abstract [en]

Digital transformation is crucial for the healthcare sector, yet research shows that it also possesses a series of challenges at system-, organisational-, and individual levels, which require balancing. In this study, we adopt paradox theory to understand the balancing practices and requirements for digitalisation in healthcare. Based on gaps in previous research and practice, this paper aims to explore what characterises the different kinds of tensions and organisational paradoxes related to digital transformation. Also, this paper discusses how balancing practices in digital transformation are constrained and enabled. The paper is based on a project run in co-production between researchers at the Mälardalen University and project partners at a healthcare Region in Sweden. In the findings, two kinds of tensions are identified in digital transformation initiatives: Divergence at different organisational levels and competing demands between past, present and future needs. The divergent views are characterised by being latent while the competing demands are characterised by being salient to the organisation. This is followed by a discussion about balancing practices enabling digital ambidexterity and spurring virtuous cycles.

Place, publisher, year, edition, pages
2022.
Keywords [en]
balancing practices, balancing spaces, digital ambidexterity, digital transformation, healthcare, paradox theory, innovation management
National Category
Medical Engineering
Identifiers
URN: urn:nbn:se:mdh:diva-60384DOI: 10.1142/s1363919622400230ISI: 000870221000002Scopus ID: 2-s2.0-85142432435OAI: oai:DiVA.org:mdh-60384DiVA, id: diva2:1706362
Available from: 2022-10-26 Created: 2022-10-26 Last updated: 2023-05-10Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records

Johansson, PeterStefan, IoanaAxelsson, Karin

Search in DiVA

By author/editor
Johansson, PeterStefan, IoanaAxelsson, Karin
By organisation
Innovation and Product Realisation
In the same journal
International Journal of Innovation Management
Medical Engineering

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 548 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf