Keywords
management solutions
new interaction formats
organizational conditions
changes in the external environment
personalized offers
How to Cite
Abstract
The relevance of this study is due to the fact that medical institutions are now forced to quickly adapt to large-scale digital transformation. This process has a profound impact on the healthcare management system and poses new challenges for managers. The article aims to identify the management challenges that medical institution managers face when implementing digital technologies, as well as to identify approaches that can help effectively overcome these difficulties. The methodological basis of the study includes systemic, structural-functional, comparative and analytical methods, which made it possible to comprehensively analyze the organizational, personnel and technological aspects of digitalization. In the course of the work, it was found that digital transformation actually forms a new management paradigm for managers, in which they have to simultaneously think strategically, understand technologies and work with personnel development. The study made it possible to identify key barriers to digitalization: insufficient digital literacy of employees, limited resources and the complexity of integrating new information solutions into already established processes. The level of readiness of medical institutions for digital changes turned out to be heterogeneous and largely depends on the type of institution and its resource capacity. Special attention is paid to the analysis of management models that contribute to successful digital transformation, in particular, change management models and the practice of forming interdisciplinary teams. The practical value of the study lies in the possibility of using its conclusions to form strategies for the digital development of medical institutions, improve management decisions, train managers to introduce innovations and increase the efficiency of organizational processes. The results obtained allow us to consider digitalization not only as a technological process, but as a complex management transformation.
References
1. Petrukha, N., Petrukha, S., Zhmayev, A., & Synkevych, M. (2024). Tsyfrovizatsiia ekonomiky ta derzhavnykh finansiv: suchasni tendentsii ta povoienna paradyhma [Digitalization of the economy and public finance: modern trends and post-war paradigm]. Nauka i tekhnika sohodni, 7(35), 152–172. https://doi.org/10.52058/2786-6025-2024-7(35)-152-172 (in Ukrainian)
2. Petrukha, N., Petrukha, S., Zhmayev, A., & Synkevych, M. (2024). Kiberbezpeka ekonomiky ta derzhavnykh finansiv: istoriohrafiia ta povoienna traiektoriia rozvytku [Cybersecurity of the economy and public finance: historiography and post-war development trajectory]. Biznes Inform, (7), 64–79. https://doi.org/10.32983/2222-4459-2024-6-64-79 (in Ukrainian)
3. Melnyk, S., Chabaniuk, O., Ravlinko, Z., Petrukha, N., & Bodnariuk, I. (2023). Formation of a security environment for personnel management of socio-economic systems before and during the war: Legal aspect. Cuestiones Politicas, 41(78), 493–503. https://doi.org/10.46398/cuestpol.4178.34
4. Petrukha, N., Petrukha, S., Alekseienko, N., Kushneruk, O., & Mazur, A. (2023). Social imperatives of public finance: war adaptation and principles of post-war recovery. Financial and Credit Activity – Problems of Theory and Practice, 3(50), 358–371. https://doi.org/10.55643/fcaptp.3.50.2023.4031
5. Kvitka, S., & Myrhorodska, M. (2024). Tsyfrova transformatsiia systemy okhorony zdorovia: faktory vplyvu na yakist zhyttia naselennia [Digital transformation of the healthcare system: factors influencing population quality of life]. Aspekty publichnoho upravlinnia, 12(1), 14–21. https://doi.org/10.15421/152402 (in Ukrainian)
6. Muzyka-Stefanchuk, O. A., Stefanchuk, M. O., & Yakymchuk, N. Ya. (2023). Systema okhorony zdorovia v umovakh tsyfrovizatsii ta reformuvannia finansuvannia [The healthcare system under conditions of digitalization and financing reform]. Analitychno-porivnialne pravoznavstvo, (5), 359–365. https://doi.org/10.24144/2788-6018.2023.05.64 (in Ukrainian)
7. Kyrychenko, O. (2024). Adaptyvni stratehii rozvytku v stratehichnomu upravlinni orhanizatsiiamy ta medychnymy zakladamy v umovakh tsyfrovoi transformatsii [Adaptive development strategies in strategic management of organizations and healthcare institutions under digital transformation]. Vcheni zapysky Universytetu “KROK”, 1(73), 158–165. https://doi.org/10.31732/2663-2209-2024-73-158-165 (in Ukrainian)
8. Kukhta, I. V. (2025). Tsyfrova transformatsiia system menedzhmentu: vyklyky ta mozhlyvosti dlia biznesu [Digital transformation of management systems: challenges and opportunities for business]. Aktualni problemy innovatsiinoi ekonomiky ta prava, (3), 115–118. https://doi.org/10.36887/2524-0455-2025-3-25 (in Ukrainian)
9. Bohuslavska, S. I., & Chubenko, T. V. (2024). Intehratsiia tsyfrovykh tekhnolohii v mekhanizm upravlinnia rozvytkom personalu v medychnykh zakladakh [Integration of digital technologies into the mechanism of personnel development management in medical institutions]. Ekonomichnyi prostir, (194), 8–12. https://doi.org/10.30838/EP.194.8-12 (in Ukrainian)
10. Hurzhyi, P. O. (2024). Tsyfrovi tekhnolohii v upravlinskomu protsesi zakladiv okhorony zdorovia [Digital technologies in the management process of healthcare institutions]. Ekonomika ta suspilstvo, (70). https://doi.org/10.32782/2524-0072/2024-70-113 (in Ukrainian)
11. Nalyvaiko, O., & Bachuk, O. (2024). Tsyfrova transformatsiia v osviti sfery okhorony zdorovia: pidhotovka medychnykh menedzheriv do maibutnoho [Digital transformation in health-care education: preparing medical managers for the future]. Vidkryte osvitnie e-seredovyshche suchasnoho universytetu, (17), 96–112. https://doi.org/10.28925/2414-0325.2024.177 (in Ukrainian)
12. Flaig, J., Alam, A., Huynh, J., Reid-Hector, J., & Heuer, A. (2020). Examining how formal leadership development programs positively influence hospital leaders’ individual competencies and organizational outcomes: An evidence-based literature review. Journal of Healthcare Leadership, (12), 69–83. https://doi.org/10.2147/JHL.S239676
13. Kraus, S., Schiavone, F., Pluzhnikova, A., & Invernizzi, A. C. (2021). Digital transformation in healthcare: Analyzing the current state of research. Journal of Business Research, (123), 557–567. https://doi.org/10.1016/j.jbusres.2020.10.030
14. Iyanna, S., Kaur, P., Ractham, P., Talwar, S., & Islam, N. (2022). Digital transformation of the healthcare sector: What is impeding adoption and continued usage of technology-driven innovations by end-users? Journal of Business Research, (153), 150–161. https://doi.org/10.1016/j.jbusres.2022.08.007
15. Stoumpos, A. I., Kitsios, F., & Talias, M. A. (2023). Digital transformation in healthcare: Technology acceptance and its applications. International Journal of Environmental Research and Public Health, 20(4), 3407. https://doi.org/10.3390/ijerph20043407
16. Brommeyer, M., Whittaker, M., & Liang, Z. (2024). Organizational factors driving the realization of digital health transformation benefits from health service managers: A qualitative study. Journal of Healthcare Leadership, (16), 455–472. https://doi.org/10.2147/JHL.S487589
17. Schiffelers, T., Kapteijns, K., Hochstenbach, L., Kietselaer, B., Talboom-Kamp, E., & Spreeuwenberg, M. (2025). Best practices in organizing digital transformation: Qualitative case study in Dutch hospital care. Journal of Medical Internet Research, (27), e63576. https://www.jmir.org/2025/1/e63576
18. Agarwal, R., Gao, G., DesRoches, C., & Jha, A. K. (2020). The digital transformation of healthcare: Current status and the road ahead. Information Systems Research, 31(3), 796–809. https://doi.org/10.1287/isre.2019.0957
19. Keesara, S., Jonas, A., & Schulman, K. (2020). Covid-19 and health care’s digital revolution. New England Journal of Medicine, 382(23), e82. https://doi.org/10.1056/NEJMp2005835
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Copyright (c) 2025 Nina Petrukha, Viktoriia Harkava, Anatoly Knol