## 4 Research Findings
### Agility Constructs
#### 4.1.1 Organizational Agility  
The construct of organizational agility is the most frequently studied clustered construct in the reviewed papers, with a total of nine published studies authored by various researchers. Specifically, seven publications employed organizational agility, while two other publications used relevant definitions for hospital agility and enterprise agility.  
Seven publications defined the construct of organizational agility. [PERSON] et al. [8] describe it as the ability to respond quickly and successfully to environmental changes. A similar definition is provided by [PERSON] et al. [9], emphasizing that organizations must adopt an organizational agility paradigm to maintain competitiveness and adapt to change.  
[PERSON] et al. [55] discussed organizational agility as a crucial management criterion in hospital units, highlighting its role in responding rapidly and flexibly to changes. [PERSON] et al. [57] stress the importance of agility in healthcare organizations, considering their critical mission in maintaining community health and well-being.  
[PERSON] et al. [62] incorporate various definitions of organizational agility, proposing it as a key business enabler for competitiveness. They emphasize the role of organizational agility as a sense-response process involving sensing potential threats, real-time decision-making, and responsive actions to mitigate these threats.  
[PERSON] and [PERSON] [37] suggest that organizational agility arises from proactive actions, the rapid implementation of flexible business processes, and effective organizational coordination. [PERSON] et al. [64] underline the significance of rapid and accurate decision-making processes in achieving organizational agility. They also developed a model to explore the impact of business information system maturity as a hospital agility enabler.  
Hospital agility is closely related to the previously discussed organizational agility. [PERSON] et al. [34] regard agility as a crucial business capability for hospitals. They emphasize its importance for medical treatments, highlighting that hospital organizations need a dynamic structure capable of adapting to potential changes in the industry's environment. This concept is closely tied to organizational agility, as the authors define their latent construct as a business capability.  
Finally, one selected paper focused on the construct of enterprise agility. [PERSON] et al. [40] define enterprise agility as an organization's capacity to sense changes in the envi  
\begin{table}
\begin{tabular}{c c c} \hline \hline
**Clustered Agility Construct** & **Number of Papers** & **Includes** \\ \hline Organizational Agility & 9 & Organizational agility, enterprise agility, and hospital agility \\ Workforce Agility & 3 & Workforce agility, human resources agility, and agile leadership \\ Supply Chain Agility & 7 & Hospital supply chain agility, healthcare agility, medical supply chain agility, and agile practices in supply chain \\ Treatment Agility & 3 & Treatment agility, care delivery agility, ad patient agility \\ Total & 22 1  \\ \hline \hline \end{tabular}
\end{table}
Table 4: Clustered agility constructs studied in the healthcare industry.  
ronment and respond promptly to them, driven by information technologies. Considering this definition and that enterprises typically denote lucrative organizations, this review incorporated the term \"enterprise agility\" into the construct of organizational agility.  
Based on the above review, it can be concluded that organizational agility has a solid foundation in its definition and applications. Nonetheless, there are still a few similar terms associated with it. In the healthcare sector, organizational agility refers to an organization's dynamic capability, regardless of its size, to promptly sense and respond to changes and uncertainties.