Skip to main content
NCBI home page
Elsevier - PMC COVID-19 Collection logoLink to Elsevier - PMC COVID-19 Collection
. 2021 Oct 29;54(4):44–49. doi: 10.1016/j.ifacol.2021.10.008

COVID-19 experience in Morocco: Modelling the agile capabilities of Moroccan Clinics

F Tamtam ⁎, A Tourabi ⁎⁎
PMCID: PMC9928484  PMID: 38620996

Abstract

The COVID-19 pandemic posed multiple challenges to the healthcare sector. To be a leader under this crisis, healthcare organizations need to be agile in order to face the various challenges of the pandemic, as the treatment of COVID-19 patients, equipping hospitals with medical and protective equipment, strengthen epidemiological monitoring. Acknowledging the importance of this concept, many healthcare organizations have implemented agility on their health care system. In this context, this study uses total interpretive structural modeling (TISM) for two purposes. First, it models the agile capabilities of a Moroccan healthcare organization in a hierarchical form by differentiating between the driving capabilities and the dependent ones. Second, it interprets the interrelationship among them and ranks the capabilities based on their influence on agility. Through a literature review, different capabilities of organization agility have been identified followed by a questionnaire circulated among different healthcare professionals. Results indicate the most agile capabilities that bring agility in the healthcare organizations in order to address those challenges caused by the COVID-19 crisis.

Keywords: COVID-19, Total interpretive structural modeling, agile capabilities, agility, healthcare organizations

References

  1. Ahmed W., Ahmed W., Najmi A. Developing and analyzing framework for understanding the effects of GSCM on green and economic performance: Perspective of a developing country. Management of Environmental Quality. 2018;29(4):740–758. [Google Scholar]
  2. Aravindraj S., Vinodh S. Forty criteria based agility assessment using scoring approach in an Indian relays manufacturing organization. Journal of Engineering, Design and Technology. 2014;12(4):507–518. [Google Scholar]
  3. Chesak, S. S. et al. (2020). Strategies for Resiliency of Medical Staff During COVID. Mayo Clinic Proceedings, 95(9), pp. S56-S59. [DOI] [PMC free article] [PubMed]
  4. Christopher M. The Agile Supply Chain: Competing in Volatile Markets. Industrial Marketing Management. 2000;29(1):37–44. [Google Scholar]
  5. Cuadros D.F., et al. Spatiotemporal transmission dynamics of the COVID-19 pandemic and its impact on critical healthcare capacity. Health & Place. 2020;64:1–7. doi: 10.1016/j.healthplace.2020.102404. [DOI] [PMC free article] [PubMed] [Google Scholar]
  6. Deksnys, M. (2018). Organizational Agility in High Growth Companies. PhD thesis, Mykolas Romeris University, Vilnius.
  7. Dhir S., Dhir S. Modeling of strategic thinking enablers: a modified total interpretive structural modeling (TISM) and MICMAC approach. International Journal of System Assurance Engineering and Management. 2020;11(1):175–188. [Google Scholar]
  8. Dove R. Response Ability: The Language, Structure, and Culture of the Agile Organization. WILEY; New York: 2001. [Google Scholar]
  9. Drupsteen J., van der Vaart T., Van Donk D.P. Operational antecedents of integrated patient planning in hospitals. International Journal of Operations & Production Management. 2016;36(8):879–900. [Google Scholar]
  10. Fauzi M.A., Paiman N. COVID-19 pandemic in Southeast Asia: intervention and mitigation efforts. Asian Education and Development Studies. 2020;10(2):176–184. [Google Scholar]
  11. Ghodrati H., Zargarzadeh Z. A study on the relationship between employee mental health and agility strategic readiness: A case study of Esfahan hospitals in Iran. Management Science Letters. 2013;3(4):1095–1104. [Google Scholar]
  12. Goldman S.L., Nagel R.N., Preiss Kenneth. Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer. Van Nostrand Reinhold; New York: 1995. [Google Scholar]
  13. Hooper M.J., Steeple D., Winters C.N. Costing customer value: an approach for the agile enterprise. International Journal of Operations & Production Management. 2001;21(5/6):630–644. [Google Scholar]
  14. Huffman E.M., et al. How resilient is your team? Exploring healthcare providers’ well-being during the COVID-19 pandemic. The American Journal of Surgery. 2020;221(2):277–284. doi: 10.1016/j.amjsurg.2020.09.005. [DOI] [PMC free article] [PubMed] [Google Scholar]
  15. Jaspal R., Assi M., Maatouk I. Potential impact of the COVID-19 pandemic on mental health outcomes in societies with economic and political instability: case of Lebanon. Mental Health Review Journal. 2020;25(3):215–219. [Google Scholar]
  16. Jayalakshmi B., Pramod V.R. Total Interpretive Structural Modeling (TISM) of the Enablers of a Flexible Control System for Industry. Global Journal of Flexible Systems Management. 2015;16(1):63–85. [Google Scholar]
  17. Jena J., et al. Total Interpretive Structural Modeling (TISM): approach and application. Journal of Advances in Management Research. 2017;14(2):162–181. [Google Scholar]
  18. Kodish, J. L., Gibson, D.V., and Amos, J. W. (1995). The Development and Operation of an Agile Manufacturing Consortium: The Case of AAMRC. In ProceeFourth Annual Conference on Models, Metrics and Pilots, Atlanta.
  19. Leite H., Lindsay C., Kumar M. COVID-19 outbreak: implications on healthcare operations. The TQM Journal. 2020;33(1):247–256. [Google Scholar]
  20. Mathiyakalan, S. et al. (2005). Defining business agility: an exploratory study. In Proceedings of the 16th Information Resources Management Conference, San Diego, pp. 15–18.
  21. Ozili P. COVID-19 in Africa: socio-economic impact, policy response and opportunities. International Journal of Sociology and Social Policy. 2020 [Google Scholar]
  22. Patil M., Suresh M. Modelling the Enablers of Workforce Agility in IoT Projects: A TISM Approach. Global Journal of Flexible Systems Management. 2019;20(2):157–175. [Google Scholar]
  23. Patri R., Suresh M. Modelling the Enablers of Agile Performance in Healthcare Organization: A TISM Approach. Global Journal of Flexible Systems Management. 2017;18(3):251–272. [Google Scholar]
  24. Patri R., Suresh M. Agility in healthcare services: a systematic literature exploration. International Journal of Services and Operation Management. 2019;32(3):387–404. [Google Scholar]
  25. Sahu, S. S. K. (2013). Agility Evaluation in Fuzzy Environment. BTech thesis, National Institute of Technology, Rourkela.
  26. Sharma S., Conduit J., Rao Hill S. Organisational capabilities for customer participation in health care service innovation. Australasian Marketing Journal (AMJ) 2014;22(3):179–188. [Google Scholar]
  27. Sherehiy B., Karwowski W., Layer J.K. A review of enterprise agility: Concepts, frameworks, and attributes. International Journal of Industrial Ergonomics. 2007;37(5):445–460. [Google Scholar]
  28. Sindhwani R., Malhotra V. A framework to enhance agile manufacturing system: A total interpretive structural modelling (TISM) approach. Benchmarking: An International Journal. 2017;24(2):467–487. [Google Scholar]
  29. Tsai C.-S., Chen C.-W., Lin C.-T. In: Supply Chain. Kordic V., editor. I-Tech Education and Publishing; 2008. Align Agile Drivers, Capabilities and Providers to Achieve Agility: a Fuzzy-Logic QFD Approach; pp. 205–230. [Google Scholar]
  30. Ulrich D., Yeung A. Agility: the new response to dynamic change. Strategic HR Review. 2019;18(4):161–167. [Google Scholar]
  31. Vaishnavi V., Suresh M., Dutta P. Modelling the readiness factors for agility in healthcare organization: a TISM approach. Benchmarking: An International Journal. 2019;26(7):2372–2400. [Google Scholar]
  32. Voss C., et al. Reflections on context in service research. Journal of Service Management. 2016;27(1):30–36. [Google Scholar]

Articles from Ifac-Papersonline are provided here courtesy of Elsevier

RESOURCES