The impact of digital transformation on organisational dynamics, HR practices, and wellbeing in Ghana's healthcare sector: a social exchange perspective

Abstract The paper investigates the influence of digital transformation on organisational dynamics (organisational commitment, culture, and professional development) and human resource practices (HRP) in the Ghanaian healthcare sector. Based on the social exchange perspective, we suggest that these organisational dynamics can improve how employees perceive and assess HR practices, which in turn affects their wellbeing. In this study, we adopt a quantitative approach, collecting data from 509 healthcare professionals in Ghana through a survey questionnaire. This study uses two analytical methods: partial least squares structural equation modelling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA). PLS-SEM tests variable relationships and validates hypotheses, while fsQCA explores factor combinations leading to the same outcome. We hypothesise that the indirect effects of these organisational dynamics on HRPs are stronger when digital transformation is high. The hypotheses were validated on a sample of 509 health workers in Ghana, with 5 out of the 12 hypotheses receiving strong support. The findings provide valuable insights for healthcare managers and policymakers in developing countries, emphasising the importance of integrating digital transformation strategies to enhance organisational effectiveness and employee wellbeing. The study concludes with the theoretical and practical ramifications of the findings. This study contributes to the literature by demonstrating the significant impact of digital transformation on organisational dynamics and HRPs in a developing country’s healthcare sector, offering a novel perspective through the lens of social exchange theory. This study is one of the pioneering efforts to employ both PLS-SEM and fsQCA methodologies in examining these intricate relationships.