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<p>This study addresses the challenge hospitals face in maintaining a Sustainable Competitive Advantage (SCA) amidst the dynamic healthcare industry and resource limitations. The aim is to analyse the factors impacting SCA, focusing on Organizational Capacity for Change (OCC) as a mediating variable and exploring the moderating roles of Competition Intensity (CI) and Organization Inertia (OI). Using a stratified quantitative approach, data from 957 individual respondents and 96 organizational-level respondents across 33 hospitals were analysed. Multi-stratified equation modelling, along with moderation and mediation analysis, were employed to test the hypotheses. The findings reveal that OI strengthens the relationship between OCC and SCA, while CI enhances the effect of Change Commitment (CC) on OCC. Specifically, the study highlights the critical role of commitment and participation in change processes in shaping OCC within mid-level hospitals. The results suggest that stable systems and structures, coupled with competitive pressures, are essential for translating change into sustainable practices. This research offers valuable insights for hospital management, especially in competitive environments with limited resources, recommending strategies to build a sustainable competitive advantage by fostering organizational change readiness and adaptive decision-making.</p>

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Organizational capacity for change as a driver of sustainable competitive advantage in secondary level hospitals in Indonesia

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年5月29日

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  • Siti Asiyah Anggraeni,
  • Fendy Suhariadi,
  • Fiona Niska Dinda Nadia,
  • Ian Firstian Aldhi,
  • Elvia Rahmawati,
  • Dwi Hardaningtyas,
  • Rini Sugiarti,
  • Ansar Abbas

摘要

This study addresses the challenge hospitals face in maintaining a Sustainable Competitive Advantage (SCA) amidst the dynamic healthcare industry and resource limitations. The aim is to analyse the factors impacting SCA, focusing on Organizational Capacity for Change (OCC) as a mediating variable and exploring the moderating roles of Competition Intensity (CI) and Organization Inertia (OI). Using a stratified quantitative approach, data from 957 individual respondents and 96 organizational-level respondents across 33 hospitals were analysed. Multi-stratified equation modelling, along with moderation and mediation analysis, were employed to test the hypotheses. The findings reveal that OI strengthens the relationship between OCC and SCA, while CI enhances the effect of Change Commitment (CC) on OCC. Specifically, the study highlights the critical role of commitment and participation in change processes in shaping OCC within mid-level hospitals. The results suggest that stable systems and structures, coupled with competitive pressures, are essential for translating change into sustainable practices. This research offers valuable insights for hospital management, especially in competitive environments with limited resources, recommending strategies to build a sustainable competitive advantage by fostering organizational change readiness and adaptive decision-making.