Abstracts by keywords: Ambidexterity
The potential of organizational ambidexterity for managing digital transformation remains largely untapped in healthcare organizations. In particular, ambidextrous leadership, the ability of leaders to adapt flexibly to change and continually reconfigure employees' competencies across multiple dimensions to create new knowledge and integrate new knowledge into routines, is underutilized in healthcare organizations.
03.06.2024
Although the trends in the German healthcare system point to greater importance of health for insured persons and patients, healthcare is still not sufficiently oriented towards the needs of the individual patient. In particular, the patient perspective is not sufficiently taken into account when choosing diagnostic and therapeutic procedures. The health care researchers presented the current situation at the opening of the 17th German Congress for Health Care Research (DKVF) in Berlin1. Studies have also shown that expectations of concepts such as participatory decision-making (PEF), which are intended to promote the integration of patients, are changing have so far only been inadequately fulfilled and that the medical profession is still a long way from confidently adopting the basic principles of professional conversation and communication for the participation and integration of the patient.2 This means that there is significant potential for increasing the outcome, i.e. the level of impact Health services cannot be increased, and the legal requirements of the Patient Rights Act are not yet met.