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Operational flexibility in hospitals: Scale development and validation

Author

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  • Hardeep Chahal
  • Mahesh Gupta
  • Subhash Lonial

Abstract

The purpose of this paper is to develop and validate an operational flexibility construct that can serve as a general theory in operations management in the context of the hospital industry. The effects of management capability and competitive intensity on operational flexibility and performance relationships are also explored. We used data collected from a sample of 152 administrators of hospitals in the mid-west region of the USA and performed a systematic series of analyses. Following the transformation model, grounded in the fundamental and powerful concept of operations management, we develop a psychometrically validated, 11-item, three-dimensional (input, process, output) scale of operational flexibility (OF) construct for the hospital industry. As the degree of operational flexibility allowed in any transformation system is influenced by management capability, it is established as a complementary mediator in strengthening the OF-performance relationship in the presence of competitive intensity (i.e. moderator). The paper concludes with limitations and directions for future research.

Suggested Citation

  • Hardeep Chahal & Mahesh Gupta & Subhash Lonial, 2018. "Operational flexibility in hospitals: Scale development and validation," International Journal of Production Research, Taylor & Francis Journals, vol. 56(10), pages 3733-3755, May.
    • Handle: RePEc:taf:tprsxx:v:56:y:2018:i:10:p:3733-3755
    DOI: 10.1080/00207543.2018.1442941
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    Cited by:

    1. Chahal, Hardeep & Gupta, Mahesh & Lonial, Subhash & Raina, Swati, 2019. "Operational flexibility-entrepreneurial orientation relationship: Effects and consequences," Journal of Business Research, Elsevier, vol. 105(C), pages 154-167.
    2. Allam Yousuf & Hossam Haddad & Miklos Pakurar & Serhii Kozlovskyi & Anastasiia Mohylova & Oksana Shlapak & Felfoldi Janos, 2019. "The Effect of Operational Flexibility on Performance: A Field Study on Small and Medium-sized Industrial Companies in Jordan," Montenegrin Journal of Economics, Economic Laboratory for Transition Research (ELIT), vol. 15(1), pages 47-60.
    3. Carina Fagefors & Björn Lantz & Peter Rosén, 2020. "Creating Short-Term Volume Flexibility in Healthcare Capacity Management," IJERPH, MDPI, vol. 17(22), pages 1-18, November.
    4. Lyu, Chongchong & Zhang, Feng & Ji, Jing & Teo, Thompson S.H. & Wang, Ting & Liu, Zifan, 2022. "Competitive intensity and new product development outcomes: The roles of knowledge integration and organizational unlearning," Journal of Business Research, Elsevier, vol. 139(C), pages 121-133.
    5. Ammar Al-Sharaa & Mastura Adam & Amer Siddiq Amer Nordin & Riyadh Mundher & Ameer Alhasan, 2022. "Assessment of Wayfinding Performance in Complex Healthcare Facilities: A Conceptual Framework," Sustainability, MDPI, vol. 14(24), pages 1-20, December.
    6. Main Naser Alolayyan & Ahmmed Saadi Ibrahem, 2021. "Proposed Mathematical Model to Study and Analyze the Relationship Between Operational Flexibility Dimensions and Hospital Performance," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 22(4), pages 289-305, December.

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