Impeding Digital Transformation by Establishing a Continuous Process of Competence Reconfiguration: Developing a New Construct and Measurements for Sustained Learning

Organisations need dynamic capabilities in the ongoing digital transformation to reconfigure knowledge and learning. There is a need to define new concepts and explain mechanisms of relevant factors to build dynamic capabilities. Organisations acting in healthcare experience a dilemmatic situation. New digital processes and business models are promising benefits for cost-containment measures, improved patient-centric care, and digital services. However, investments are needed to benefit. The critical question is the following: How can individual actors in healthcare be motivated to engage in this transformational process to build and reconfigure relevant competences and establish new learning routines? Founded on the essence of the existing literature, we assume sustained learning to be a relevant dynamic capability to seize and sense competences and reconfigure human capital. This paper answers the call for deeper investigations into the mechanisms in new digitally transformed environments and sectors focussing less on performance and competitive advantages, like public administration or the healthcare sector. Based on previous research, validated in qualitative interviews and quantitative testing, we define the new construct of sustained learning with its subdimensions. By providing measures, we build the grounds for further quantitative research.