Date of Conferral

6-28-2025

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Inez Black

Abstract

As the environment undergoes rapid changes—like shifting patient needs, new regulations, evolving work dynamics, and increasing competition—the specialty health care organizations in the United States are experiencing noticeable declines in their organizational performance. For health care leaders, grasping how these external factors relate to organizational performance is essential to uphold service quality and ensure effectiveness. Grounded in dynamic capabilities theory, the purpose of this quantitative correlational study was to examine the relationship between sensing, seizing, transforming capabilities, and organizational performance. The participants were 77 executives and managers from specialty health care organizations in the Southwestern United States. The results of the multiple linear regression were significant, F (3, 73) = 175.14, p < .001, R2 = .878, signifying that collectively, the predictor variables reliably predict organizational performance. However, transforming capabilities (t = 7.593, β = .713, p < .001) were the only statistically significant predictor, whereas sensing (t = 1.252, β = .114, p = .215) and seizing (t = 1.511, β = .134, p = .135) capabilities were not statistically significant predictors of organizational performance. A key recommendation is for health care leaders to prioritize developing transforming capabilities to enhance adaptability and drive performance in competitive health care markets. The implications for positive social change include the potential for health care leaders to implement transformative strategies, benefiting patients and communities through enhanced, resilient health care services.

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