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Daphne Halkias


Healthcare administrators’ competencies for driving successful strategic change initiatives in healthcare organizations remain outdated and limited in the management literature. The purpose of this qualitative, multiple case study was to explore the perceptions of healthcare administrators on the specific nature of management competencies needed to drive successful strategic change initiatives within healthcare organizations. To address the research problem and purpose of the study, qualitative data were collected from multiple sources of evidence, including semi-structured interviews with seven healthcare administrators, archival data, and reflective journaling notes. This study was framed by Kash, Spaulding, Johnson, and Gamm’s conceptual framework, the comparison of success factors for change model, developed to identify success factors for strategic change initiatives in healthcare organizations. Ten themes emerged from the data analysis (textual data and cross-case synthesis), with five coding categories grounded in the conceptual framework: (a) critical evaluation of daily problems, (b) train and develop strong healthcare administrator skills, (c) attention to multiple healthcare technologies, (d) develop foresight capabilities, and (e) network management. Patient quality of care has always been a central axiom of healthcare’s social responsibility mission within local communities and society at large. Implementation of new insights from this study addressing cutting-edge challenges faced by healthcare administrators in the post-COVID-19 environment may lead to improved quality of patient care and thus contribute to positive social change across various sized healthcare facilities.