## 3 Results
\begin{table}
\begin{tabular}{p{85.4 pt} p{85.4 pt} p{85.4 pt} p{85.4 pt} p{85.4 pt}} \hline
**Authors** & **Agility Construct** & **Agility Instrument** & **Paper Findings** & **Quality Score** \\ \hline [PERSON] et al. [49] & Human resource agility & Newly developed, reference not reported & Human resource agility has a positive effect on staff performance in emergency centers in Tehran, Iran. & 22 \\ \hline [PERSON] et al. [9] & Organizational agility & Adopted from [7] & Organizational forgetting has a positive effect on organizational agility, where organizational learning plays a mediating role in teaching hospitals in Shiraz, Iran. & 22 \\ \hline [PERSON] [50] & Healthcare agility & Developed based on [19; 51; 52] & Human capital (HC) and supply chain performance (SCP) have a positive effect on healthcare agility (HA), where information technology capabilities (ITC) play a moderating role in both relationships for hospitals in India. & \\ \hline [PERSON] [53] & Healthcare agility & Developed based on [54] & Healthcare agility (HCA) has positive effects on healthcare resilience and supply chain performance (SCP). Technology orientation in the HCA-SC relationship. & 35 \\ \hline [PERSON] et al. [25] & Medical chain agility & Newly developed, reference not reported & Social media interaction (SMI) has a positive effect on medical chain agility (MCA). Social media usability (SMU) has a positive effect on medical chain agility (MCA). & 34 \\ \hline [PERSON] et al. [55] & Organizational agility & Developed based on [2; 7; 56] & Human resource practices (HRPs) and leadership have positive effects on organizational agility (OA). Then, OA has a positive effect on employee satisfaction for Intensive Care Unit personnel in Spain. & \\ \hline [PERSON] et al. [57] & Organizational agility & Adopted from [58] & Emotional intelligence dimensions (self-awareness and relationship management) have a positive effect on safety performance subdimensions (safety compliance and safety participation). & 26 \\ \hline [PERSON] and [PERSON] [59] & Healthcare agility & Developed based on [51] & Human capital has a positive effect on healthcare agility, and healthcare supply chain performance plays a mediation role. Technology orientation is a moderator of the human capital and healthcare supply chain relationship for Thailand. & 24 \\ \hline [PERSON] et al. [60] & Workforce agility & Adopted from [61] & Workforce agility subdimensions (proactivity, adaptability, and resiliency) have a positive effect on safety performance subdimensions (safety compliance and safety participation) for nurses in hospitals in Malaysia. & 33 \\ \hline \end{tabular}
\end{table} 
Table 2: _Cont._Agility within the context of healthcare organizations is a relatively new and promising area of study that holds potential for further development. Figure 2 illustrates the distribution of the 21 selected articles by their publication year. The oldest publication in this set dates to 2012, while the years 2018, 2019, 2020, and 2022 stand out with the highest number of publications. This increase in publications during these years can be attributed to the initial definition of the term in 1991 ([PERSON] et al., 2018) and the subsequent slow adoption of agility concepts within the healthcare industry, which gained momentum in the early 2010s. Likewise, Figure 3 provides an overview of the global distribution of the study locations. Researchers have conducted empirical investigations on agility in the healthcare sector using questionnaires in 10 different countries. Notably, Iran and India have the highest number of questionnaire-based publications, with six and five publications, respec