Digital Transformation and Organizational Sustainability in Healthcare: The Mediating Roles of Organizational Learning and Service Quality

Abstract

Digital transformation has become a strategic priority for healthcare organizations seeking to improve service delivery and achieve long-term organizational sustainability. However, the organizational mechanisms through which digital transformation creates sustainable value remain insufficiently understood. This paper develops a conceptual framework that examines the relationships among digital transformation, organizational learning, service quality, and organizational sustainability. Grounded in the Resource-Based View (RBV) and Dynamic Capabilities Theory (DCT), the framework proposes that digital transformation enhances organizational learning, which improves service quality and ultimately contributes to organizational sustainability. Six conceptual propositions are developed to explain the direct and indirect relationships among these constructs. The study contributes to the literature by integrating fragmented research into a unified framework that advances understanding of sustainable digital transformation in healthcare. The framework also provides practical insights for healthcare managers and policymakers by emphasizing the importance of combining technological investments with organizational learning and continuous service quality improvement to achieve sustainable organizational performance.

Keywords: Digital transformation; Organizational learning; Service quality; Organizational sustainability; Healthcare; Resource-Based View; Dynamic Capabilities Theory.

DOI: 10.7176/JESD/17-5-01

Publication date: August 30^th 2026