## 4 Research Findings
### Agility Instruments  
This review extracted all the literature related to developing questionnaires/instruments used to measure the agility constructs in the healthcare industry. Through the 21 empirical studies collected in this literature review, only 4 publications [8; 9; 57; 60] used existingquestionnaires to study their respective agility constructs. Table 5 summarizes these findings. These publications employed three questionnaires:  
* Organizational Agility questionnaire by [PERSON] and [PERSON] [7], which was used in [8; 9];
* Organizational Agility questionnaire by [PERSON] [58], which was used in [57];
* Workforce Agility questionnaire by [PERSON] and [PERSON] [61], which was used in [60]. Among the remaining 17 studies, 13 publications formulated their questionnaires based on the existing literature. Meanwhile, three publications [25; 34; 49] developed their questionnaires without providing background information, and one study [38] did not report the questionnaire used. The subsequent tables (Tables 6-9) serve as a concise summary of the literature referenced in the development of the questionnaires, categorized according to the clustered constructs outlined in Table 4. Each table provides an overview of the dimensions incorporated by the respective authors in their questionnaires, along with citations referencing the sources employed. When empirically assessing the organizational agility construct, researchers have generally considered four dimensions: responsiveness, competence, flexibility, and speed. This alignment was observed in the work of four authors [8; 9; 34; 55]. However, [PERSON] et al. [57] offered a distinct perspective, evaluating organizational agility through three dimensions: total quality management, human resource management, and change management. [PERSON] et al. [40] adopted a two-dimensional approach, focusing on market responsiveness and external relationship management. Meanwhile, [PERSON] et al. [62] subdivided organizational agility into two subdimensions, namely, sensing agility and acting agility, derived from a three-strategic task process encompassing sensing, decision-making, and acting. In their empirical investigation, [PERSON] et al. [62] found evidence supporting the existence of sensing agility (involving the detection and monitoring of events impacting the business environment) and responding agility (involving a series of actions taken in response to events in the business environment). The construct of supply chain agility has garnered more empirical attention in healthcare than workforce agility. However, it is noteworthy that no single author has chosen to fully adopt an existing questionnaire, with most measurement developments drawing inspiration from [PERSON] et al. [47]. This instrument assesses supply chain agility across five dimensions: responsiveness, proactivity, equipment, realignment, and customization. Although there is limited evidence to reach a consensus on using this instrument, it serves as a valuable starting point. Future questionnaires designed for studying supply chain agility in the healthcare sector should consider incorporating these dimensions as a foundational framework. \begin{table}
\begin{tabular}{c c c c c} \hline \hline
**Agility Clustered** & **Author(s)** & **Instrument Used** & **Instrument Dimensions** & **\# of** **Items** \\ \hline \multirow{6}{*}{Organizational Agility} & [PERSON] et al. [8] & Organizational Agility questionnaire by [PERSON] and [PERSON] [7] & Responsiveness & 3 \\  & & & & Competitiveness & 5 \\  & & & & \\  
\begin{table}
\begin{tabular}{c c c c c} \hline \hline  
\begin{table}
\begin{tabular}{c c c c c} \hline \hline
Similar to the workforce agility construct, there is a limited pool of studies examining questionnaire dimensions, with only three studies available for analysis. Within this constrained context, the dimensions of \"Responsiveness\" and \"Speed of Treatment\" exhibit some co-occurrences but warrant further exploration.