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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| Format: | Article |
| Language: | English |
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ACHSM
2025-08-01
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| Series: | Asia Pacific Journal of Health Management |
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| Online Access: | https://journal.achsm.org.au/index.php/achsm/article/view/4451 |
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| author | Chienhung Chen Chih-Yuan Wang Zhao-Hong Cheng Kune-Ping Shieh |
| author_facet | Chienhung Chen Chih-Yuan Wang Zhao-Hong Cheng Kune-Ping Shieh |
| author_sort | Chienhung Chen |
| collection | DOAJ |
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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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| format | Article |
| id | doaj-art-69e4da422e9345d492ea546463f6fc62 |
| institution | Kabale University |
| issn | 1833-3818 2204-3136 |
| language | English |
| publishDate | 2025-08-01 |
| publisher | ACHSM |
| record_format | Article |
| series | Asia Pacific Journal of Health Management |
| spelling | doaj-art-69e4da422e9345d492ea546463f6fc622025-08-21T01:07:38ZengACHSMAsia Pacific Journal of Health Management1833-38182204-31362025-08-0110.24083/apjhm.v20i2.4451How Do Meta-Organizations Reach Collective Action? A Comparative Study of Digital Transformation in HealthcareChienhung Chen0Chih-Yuan Wang1Zhao-Hong Cheng2Kune-Ping Shieh3Department of International Business, National Kaohsiung University of Science & Technology, Taiwan, ChinaDepartment of Business Administration, National Sun Yat-Sen University, Taiwan, ChinaDepartment of International Business, National Kaohsiung University of Science and Technology, Taiwan, ChinaDepartment of Business Administration, National Sun Yat-Sen University, Taiwan, China 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. https://journal.achsm.org.au/index.php/achsm/article/view/4451Meta-organizations, Collective Action, Digital Transformation, Healthcare Management |
| spellingShingle | Chienhung Chen Chih-Yuan Wang Zhao-Hong Cheng Kune-Ping Shieh How Do Meta-Organizations Reach Collective Action? A Comparative Study of Digital Transformation in Healthcare Asia Pacific Journal of Health Management Meta-organizations, Collective Action, Digital Transformation, Healthcare Management |
| title | How Do Meta-Organizations Reach Collective Action? A Comparative Study of Digital Transformation in Healthcare |
| title_full | How Do Meta-Organizations Reach Collective Action? A Comparative Study of Digital Transformation in Healthcare |
| title_fullStr | How Do Meta-Organizations Reach Collective Action? A Comparative Study of Digital Transformation in Healthcare |
| title_full_unstemmed | How Do Meta-Organizations Reach Collective Action? A Comparative Study of Digital Transformation in Healthcare |
| title_short | How Do Meta-Organizations Reach Collective Action? A Comparative Study of Digital Transformation in Healthcare |
| title_sort | how do meta organizations reach collective action a comparative study of digital transformation in healthcare |
| topic | Meta-organizations, Collective Action, Digital Transformation, Healthcare Management |
| url | https://journal.achsm.org.au/index.php/achsm/article/view/4451 |
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