Article Sidebar

Download
PDF

Main Article Content

Abstract

This study is motivated by intensifying competition and rising patient expectations for fast, accessible, and digitally enabled services in private health clinics, especially in urban Indonesian cities. A research gap persists because most prior work focuses on hospitals or macro-level analyses, while quantitative evidence at the main-clinic level remains limited. We conducted a cross-sectional survey of 142 respondents and estimated the structural model using PLS-SEM. The results show that digital orientation and digital intensity positively influence strategic agility and digital transformation, with digital intensity exerting the stronger effect, particularly on digital transformation. The mediating role of digital transformation is supported, whereas strategic agility's mediation is not. The study explains that the combination of a clear digital orientation, sustained digital investment intensity, and end-to-end execution of digital transformation is the most significant driver of strategic renewal. Managerial implications highlight the need to institutionalize digital orientation, allocate dedicated digital budgets, run cross-functional transformation programs, and foster a collaborative digital culture to accelerate execution amid competitive pressure and growing customer demands.


 

Keywords

digital intensity digital orientation digital transformation; strategic agility strategic renewal

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

How to Cite
Austiko, M. U., & Anas, E. P. (2026). The Effect of Strategic Agility and Digital Transformation on Strategic Renewal: An Empirical Study of Private Primary Health Care Services in Indonesia. Amkop Management Accounting Review (AMAR), 6(1), 1003–1015. https://doi.org/10.37531/amar.v6i1.3537
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX

References

  1. Agarwal, R., & Helfat, C. E. (2009). Strategic renewal of organizations. Organization Science, 20(2), 281–293. https://doi.org/10.1287/orsc.1090.0423
  2. Ahmed, M. M., Charepe, Z., & Loureiro, F. (2025). Integrating Digital Health Innovations to Achieve Universal Health Coverage. International Journal of Environmental Research and Public Health, 22, 12071628. https://doi.org/10.3390/ijerph22012071628
  3. Akpe, O. E., Mgbame, C. A., Ogbuefi, E., Abayomi, A. A., & Adeyelu, O. O. (2023). Technology acceptance and digital readiness in underserved small business sectors. Journal of Frontiers in Multidisciplinary Research, 4(1), 252–268. https://doi.org/10.54660/.IJFMR.2023.4.1.252-268
  4. Bounfour, A., Housel, T. J., Silkey, T., & Nonnis, A. (2023). Digital transformation and strategic agility during the COVID-19 crisis: the role of the intangible capital conversion. Digital Transformation and Society, 2(3), 257–275. https://doi.org/10.1108/DTS-09-2022-0048
  5. Bughin, J., Kretschmer, T., & van Zeebroeck, N. (2021). Digital technology adoption drives strategic renewal for successful digital transformation. IEEE Engineering Management Review, 49(3), 103–108. https://doi.org/10.1109/EMR.2021.3098663
  6. Cannavacciuolo, L., Capaldo, G., & Ponsiglione, C. (2023). Digital innovation and organizational changes in the healthcare sector: Multiple case studies of telemedicine project implementation. Technovation, 120, 102550. https://doi.org/10.1016/j.technovation.2022.102550
  7. Ciampi, F., Faraoni, M., Ballerini, J., & Meli, F. (2022). The co-evolutionary relationship between digitalization and organizational agility: Ongoing debates, theoretical developments and future research perspectives. Technological Forecasting and Social Change, 176, 121383. https://doi.org/10.1016/j.techfore.2021.121383
  8. Doz, Y. L., & Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2–3), 370–382. https://doi.org/10.1016/j.lrp.2009.07.006
  9. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic Capabilities: What Are They? Strategic Management Journal, 21(10–11), 1105–1121.
  10. Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 49(2), 149–164. https://doi.org/10.2307/2095567
  11. Kraus, S., Durst, S., Ferreira, J. J., Veiga, P., Kailer, N., & Weinmann, A. (2021). Digital Transformation: An Overview of the Current State of the Art of Research. SAGE Open, 11(3), 1–15. https://doi.org/10.1177/21582440211047576
  12. Mueller-Saegebrecht, S., & Walter, A.-T. (2025). Strategic agility—An urgent capability for successful business model innovation? A conceptual process model and theoretical framework. Strategic Change, 34(3), 407–428. https://doi.org/10.1002/jsc.2645
  13. Nasiri, M., Saunila, M., & Ukko, J. (2022). Digital orientation, digital maturity, and digital intensity: determinants of financial success in digital transformation settings. International Journal of Operations & Production Management, 42(13), 274–298. https://doi.org/10.1108/IJOPM-09-2021-0616
  14. Nguyen, N. P., & Hoai, T. T. (2022). The impacts of digital transformation on data-based ethical decision-making and environmental performance in Vietnamese manufacturing firms: The moderating role of organizational mindfulness. Cogent Business & Management, 9(1), 2101315. https://doi.org/10.1080/23311975.2022.2101315
  15. Steinhäuser, V. P. S., Paula, F. de O., & de Macedo-Soares, T. D. L. van A. (2021). Internationalization of SMEs: A systematic review of 20 years of research. Journal of International Entrepreneurship, 19(2), 164–195. https://doi.org/10.1007/s10843-020-00271-7
  16. Tallon, P. P., Queiroz, M., & Coltman, T. (2022). Digital-Enabled Strategic Agility: The Next Frontier. European Journal of Information Systems, 31(6), 641–652. https://doi.org/10.1080/0960085X.2022.2102713

Similar Articles

<< < 3 4 5 6 7 8 9 10 11 12 > >> 

You may also start an advanced similarity search for this article.