How Do Meta-Organizations Reach Collective Action? A Comparative Study of Digital Transformation in Healthcare
Objective: To investigate how meta-organizations and traditional hierarchical organizations differ in their approaches to facilitating collective action in digital transformation initiatives within healthcare settings. Design: A comparative case study utilizing primary data collection for the me...
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| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
| Published: |
ACHSM
2025-08-01
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| Series: | Asia Pacific Journal of Health Management |
| Subjects: | |
| Online Access: | https://journal.achsm.org.au/index.php/achsm/article/view/4451 |
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| Summary: | Objective: To investigate how meta-organizations and traditional hierarchical organizations differ in their approaches to facilitating collective action in digital transformation initiatives within healthcare settings.
Design: A comparative case study utilizing primary data collection for the meta-organization case and secondary data analysis for the traditional organization case.
Setting: Comparing Abc Dental Group (a meta-organization of 12 dental clinics in Taiwan) and Princess Alexandra Hospital (a traditional hierarchical public hospital in Australia).
Main outcome measures: Decision-making processes, implementation strategies, knowledge sharing mechanisms, and alignment approaches for digital transformation initiatives.
Results: Meta-organizations rely on collaborative decision-making, voluntary implementation, peer learning networks, and identity-based alignment. Traditional organizations employ centralized decision-making, structured implementation, formal training, and authority-based alignment.
Conclusions: Organizational structure fundamentally shapes collective action approaches in digital transformation. Meta-organizational distributed approaches particularly suit contexts requiring clinical autonomy and adaptation to diverse environments, while traditional centralized approaches promote consistency in critical systems. These findings extend meta-organization theory by identifying specific mechanisms that overcome limited formal authority challenges.
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| ISSN: | 1833-3818 2204-3136 |