# Defining and Measuring Organizational Transformation in Health Care: A Systematic Literature Review

## TL;DR

This paper reviews studies on organizational transformation in healthcare and finds a lack of consistent methods and definitions for measuring it.

## Contribution

The study identifies recurring themes and methodological weaknesses in healthcare transformation research.

## Key findings

- Most articles reported successful transformation but used weak research designs.
- Distributed leadership, staff engagement, and culture change were recurring success factors.
- There is no consistency in models used for evaluating or guiding transformation.

## Abstract

Organizational transformation in health care is critical to achieving systemic improvements, yet it lacks a cohesive body of empirical literature. Thirty-six articles met inclusion criteria in this systematic literature review of empirical studies of whole-organization transformation describing the transformation process and measures of transformation. Studies had diverse analytic (n = 14) and descriptive (n = 22) aims and were published in many different journals. Few articles provided definitions of transformation. Most employed weak research designs, about half used models for evaluation, and no common measures of transformation were used across articles. Combinations of distributed leadership, staff engagement, and culture change were recurring themes contributing to successful transformation. Two-thirds of articles used models to guide the transformation process. There was no consistency across articles in which models were used for evaluating or guiding change. Most articles reported successful transformation. The literature is methodologically weak, highlighting the need for more rigorous, theory-driven research on health care transformation.