Date of Conferral

7-30-2025

Degree

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

School

Information Systems and Technology

Advisor

Michelle Preiksaitis

Abstract

Healthcare organizations face challenges in implementing artificial intelligence (AI) to manage complex data and personalize care amid rising costs and growing patient volumes. This research is critical for healthcare leaders seeking to address inefficiencies in AI implementation, which could otherwise hinder competitiveness and the quality of patient care. This qualitative pragmatic inquiry study explored strategies healthcare leaders use to integrate AI into their business model innovations. Six U.S. healthcare leaders with at least 3 years of leadership experience who had successfully led AI projects participated in semistructured interviews. Grounded in Osterwalder and Pigneur’s business model innovation theory and their Business Model Canvas (BMC), data from interview transcripts and publicly available archival sources were collected and analyzed. Using Braun and Clarke’s thematic analysis, the study identified key leadership practices aligned with the BMC’s practices. Three of the seven themes were that (a) value propositions enhance performance, (b) key partnerships are critical for AI rollouts, and (c) customer relationships require AI transparency. A key recommendation is that healthcare leaders should use the BMC to guide strategy, engage stakeholders, and include AI in their business models. The implications for positive social change include the potential for healthcare administrators and policymakers to expand access to quality care, improve patient experiences, and enhance healthcare efficiency for individuals living in rural communities.

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