Exploring the microfoundations of digital transformation maturity: a focus on Italian healthcare organizations

Purpose This study explores the journey of healthcare organizations towards digital transformation maturity (DTM), focusing on the development and implementation of digital dynamic capabilities. By investigating the microfoundations of these capabilities, this study aims to provide a deeper understanding of the mechanisms. Design/methodology/approach Research reported in this paper employs an abductive approach. Empirically, a qualitative methodology based on a multiple-case study analysis has been conducted on six Italian healthcare organizations through semi-structured interviews and archival data. Findings The findings reveal the microfoundations across digital sensing, seizing and reconfiguring capabilities in healthcare to achieve DTM. The study also identifies three main stages of DTM, demonstrating how different combinations of these capabilities influence the progression towards digital maturity, thereby attaining different innovation outcomes. Research limitations/implications This study offers implications for healthcare managers who want to advance with DT and strategically manage the innovation essential to fully enact it. The research is limited by its focus on Italian healthcare organizations, potentially affecting the generalizability of the findings. Future studies could expand the geographical scope and employ mixed-methods approaches to validate and extend the results achieved in this study. Originality/value The study contributes to the nascent literature on DTM by providing empirical evidence of the microfoundations that enable digital dynamic capabilities, offering practical insights for healthcare managers and policymakers to foster an environment that supports a strategic approach to digital innovation.