## 5 Discussion
\begin{table}
\begin{tabular}{c c c c c c} \hline \hline
**Clustered** & **Author** & **Latent Variable** & **Variable Order** & **Path Coefficient** & **Significance** & **Relationship to** **Agility Construct** \\ \hline \multirow{8}{*}{Treatment agility} & [PERSON] [34] & Organizational agility & 2 & NN & Yes & Responder \\ \cline{1-1}  & [PERSON] [38] & Lead time & 1 & 0.371 & Yes & Responder \\ \cline{1-1}  & \multirow{2}{*}{\begin{tabular}{c} IoT adoption \\ Healthcare flexibility \\ \end{tabular} } & 1 & 0.198 & Yes & Predictor \\ \cline{1-1}  & & Human capital & 1 & 0.359 & Yes & Predictor \\ \cline{1-1}  & & Supply chain & 1 & 0.317 & Yes & Predictor \\ \cline{1-1}  & & performance & 2 & 0.181 & Yes & Predictor \\ \cline{1-1}  & \multirow{2}{*}{\begin{tabular}{c} [PERSON] [50] \\ Spanning IT \\ \end{tabular} } & 2 & 0.164 & Yes & Moderator \\ \cline{1-1}  & & 2 & 0.156 & Yes & Moderator \\ \cline{1-1}  & & 2 & 0.141 & Yes & Moderator \\ \cline{1-1}  & & Inside-Out IT & 2 & 0.193 & Yes & Moderator \\ \cline{1-1}  & & 2 & 0.129 & Yes & Moderator \\ \hline \multirow{8}{*}{\begin{tabular}{c} Mandal [53] \\ \end{tabular} } & \multirow{2}{*}{\begin{tabular}{c} Healthcare resilience \\ Sustainable supply \\ chain performance \\ \end{tabular} } & 1 & 0.709 & Yes & Responder \\ \cline{1-1}  & & chain performance & 1 & 0.476 & Yes & Responder \\ \cline{1-1}  & & Technology & 1 & 0.251 & Yes & Moderator \\ \cline{1-1}  & & orientation & 1 & & \\ \hline \multirow{8}{*}{\begin{tabular}{c} Mandal, Korasiga, \\ and Das [25] \\ \end{tabular} } & \begin{tabular}{c} Social media \\ interaction \\ Social media usability \\ Social media media \\ Social media \\ Social media \\ orientation \\ \end{tabular} & 1 & 0.341 & Yes & Predictor \\ \cline{1-1}  & & Social media & 0.172 & Yes & Predictor \\ \cline{1-1}  & & Social media & 0.014 & No & Moderator \\ \cline{1-1}  & & orientation & & \\ \hline \multirow{8}{*}{\
\begin{tabular}{c} Rungsrisawat [59] \\ Rungsrisawat [59] \\ Technical orientation \\ \end{tabular} } &
\begin{tabular}{c} Human capital \\ Supply chain \\ performance \\ Technical orientation \\ \end{tabular} & 1 & 0.391 & Yes & Predictor \\ \cline{1-1}  & & performance & 1 & 0.234 & Yes & Mediator \\ \hline \hline \end{tabular}
\end{table} 
Table 12: Latent variables in supply chain agility models in healthcare. ing 21 survey-based research projects in the healthcare sector, further building upon the existing literature. Unlike the other recent literature reviews that have focused on specific agility constructs, such as organizational agility [21; 28; 70], workforce agility [2; 11; 26; 71], and supply chain agility [3; 17; 18; 19], this study stands apart by undertaking a comprehensive examination of all empirically studied agility constructs within the healthcare sector. It presents foundational insights into the four identified agility constructs in the healthcare domain: organizational agility, workforce agility, supply chain agility, and treatment agility. Table 14 consolidates these construct levels and their proposed definitions, laying the groundwork for a discussion on a multi-dimensional agility model. While extensive reviews cover multiple agility constructs in the literature, they do not necessarily align with these four major ones. For example, [PERSON] et al. [20] have proposed additional agility constructs like business agility, strategic agility, and operational agility. However, it is important to note that this study primarily focuses on research conducted in areas beyond healthcare. Although there is potential for expanding research and gathering empirical evidence to assess the presence of these other constructs in healthcare, current research directions have yet to take that path. To mitigate issues related to construct proliferation, it is advisable to prioritize the validation of the existing constructs and their associated models [28].