THE NEXUS OF DYNAMIC CAPABILITIES, ORGANIZATIONAL LEARNING, AND HEALTHCARE MANAGEMENT QUALITY: EVIDENCE FROM THE UAE HOSPITALS

Abstract

This study examines how reconfiguration capability, coordinating capability, and integrating capability relate to healthcare management quality in UAE hospitals, with organizational learning positioned as the central mechanism through which adaptive capability is converted into sustained quality improvement. Using a quantitative method, survey data were collected from middle-level managers in public and private healthcare institutions across the UAE. A total of 206 usable responses were analyzed using partial least squares structural equation modeling in SmartPLS 4. The results show that organizational learning is the strongest direct predictor of healthcare management quality (β = 0.544, p < .001). Reconfiguration capability is the only focal capability with a significant direct effect on healthcare management quality (β = 0.225, p = .005). Coordinating capability and integrating capability do not show significant direct effects on quality, but both improve quality indirectly through organizational learning. Significant indirect effects are observed for coordinating capability (β = 0.149, p = .001) and integrating capability (β = 0.287, p < .001). Overall, the findings support a selective capability structure in which execution-oriented reconfiguration contributes directly to quality, whereas coordination and integration create value primarily by enabling knowledge diffusion, shared learning, and the institutionalization of improved practice.