Introduction The application of organizational theory comprises such approaches to organizational analysis as a network organization, the economy of information and knowledge, and organizational age. As such, the concept of the organizational framework can be defined as collective units comprising of people who are under the supervision of another entity with the aim of pursuing collective objectives, needs, and requirements and adapting to the ever-changing organizational dynamic (Fjeldstad and Snow, 2018). In the theory, certain models assume the fractional disbandment of a corporation and the complete replacement of the pyramid by the market mechanism (Fifield et al. , 2018). One such organizational concept is the modular hospital, as discussed in the current study. The dynamic of the contemporary modular hospital consists of the ever-growing technological advancement, the increase in clinical knowledge, and the improved differentiation in demand for quality healthcare services that need their overall patient outcomes. For instance, because of the development of medicine, there is a great increase in the competitive intensity in the healthcare market, marked by the great changes in the attitude of patients (Barlow, 2016). In this case, the promotion of consumerism in health-related practices has led to patients changing from being passive persons to active members in their own care protocols; hence increased differentiation is in demand. In this regard, it is valid to argue that the overall situations of the current healthcare settings should inspire the application of modular hospitals. Therefore, the current literature explores and analyses how the modular hospital can be implemented by describing the concepts of modularization and its benefits in capturing and delivering value through technological transformation. How Sweden Healthcare System Capture and Deliver Value In Sweden’s healthcare system, there are various debates that service delivery, accessibility, and receptiveness have not been well developed with regards to elevated costs of care. Because of this, the country adopted the national care guarantee action to reduce the waiting time period for patients. The policy was summarized by the slogan “0-7-90-90” representing the waiting days for a patient to receive care (0), consultation with a healthcare provider (7), an expert in the healthcare domain (90), and the last care process of treatment (90) (Ljungvall and Janlöv, 2019). To increase care productivity with minimal cost to the patients, Sweden adopted the internal market experiment (Avby, Kjellström, and Bäck, 2019). The learning from this adoption and any other healthcare assets reforms, for example, the process of assimilating providers; in some countries is that the existing, long-standing organizational institutions and new methods of structuring hospitals to reduce waiting time matter. With this strategy emerged several problems such as inadequate accessible information on the quality of the various treatment options (Sun et al. , 2020). However, Sweden has not fully implemented the internal market stimulants for healthcare productivity. Theory Framework Modularization is a well-known concept as it is defined