Contradictory views exist regarding whether business–information technology (IT) alignment enhances or reduces organizational agility, and no consensus has been achieved. To disentangle this puzzle, this study takes both the intellectual and social dimensions of IT alignment into account and investigates how they influence agility in opposite directions through distinct mechanisms. Based on survey data from 429 dyads of business and IT executives, we uncover that intellectual alignment impedes agility by increasing organizational inertia, while social alignment facilitates agility by enhancing emergent business–IT coordination. We also find that social alignment weakens the effect of intellectual alignment on organizational inertia. This paper fills a gap in the information systems (IS) literature by providing a theory-driven explanation of the alignment paradox, which makes a significant contribution to both IS research and practice.The online appendix is available at https://doi.org/10.1287/isre.2017.0711 .

This study takes the management context perspective to investigate how the social context and performance management context can jointly improve organizational innovation performance. We propose that organizational culture factors, including psychological safety, collectivism, and power distance, are antecedents of social context and performance management context. We collected survey data from 301 employees in Chinese organizations. Our data analysis results show that the social context and performance management context fully mediate the effects of psychological safety, collectivism, and power distance on innovation performance. Specifically, psychological safety and collectivism have positive indirect effects, whereas power distance has a negative indirect effect on innovation performance. Our findings offer insights regarding how firms can develop management contexts to enhance their innovation performance, which contributes to both research and practice in innovation management.

Objectives Patient satisfaction is an important indicator of hospital healthcare quality. Little up-to-date information of patient satisfaction in China is available. This study attempts to gain a holistic understanding of patient satisfaction in China and identify the key antecedents of patient satisfaction. Design A cross-sectional national survey was conducted in 2018. Setting Hospitals in 27 provinces and 4 municipalities in 4 regions of China. Participants A random sample of 15 699 patients who visited 1304 hospitals were surveyed, with around 500 from each of the 27 provinces and 4 municipalities. Primary and secondary outcome measures The Hospital Consumer Assessment of Healthcare Providers and Systems questionnaire was used to measure patients’ overall satisfaction and willingness to recommend the hospital. Results We found significant variation in overall patient satisfaction but little variation in hospital recommendation across the four broad regions. Moreover, we examined determinants of patient satisfaction and their likelihood to recommend the hospital. The overall satisfaction for inpatients and outpatients is commonly influenced by communication with doctors (inpatient: β=0.524, p<0.001; outpatient: β=0.541, p<0.001), hospital cleanness (inpatient: β=0.165, p<0.05; outpatient: β=0.144, p<0.001) and acceptable charges (inpatient: β=1.481, p<0.001; outpatient: β=1.045, p<0.001). Both inpatients and outpatients are more likely to recommend the hospital if there are communication with doctors (inpatient: OR=1.743, p<0.001; outpatient: OR=1.647, p<0.001), acceptable charges (inpatient: OR=2.660, p<0.001; outpatient: OR=2.433, p<0.001). Outpatient satisfaction and hospital recommendation are also influenced by time spent with doctors (satisfaction: β=0.301, p<0.001; recommend: OR=1.430, p<0.001) and waiting time (satisfaction: β=−0.318, p<0.001; recommend: OR=0.844, p<0.001). Conclusions There are regional differences of patient satisfaction in China. Patient satisfaction is influenced by a variety of hospital factors and province/municipality factors. The influencing factors of patient satisfaction may not motivate patients to recommend the hospital.

Objective: The objective of this study is to explore the association between patient-centered care (PCC) and inpatient healthcare outcomes, including self-reported physical and mental health status, subjective necessity of hospitalization, and physician-induced demand behaviors.Methods: A cross-sectional survey was conducted to assess patient-centered care among inpatients in comprehensive hospitals through QR codes after discharge from September 2021 to December 2021 and had 5,222 respondents in Jiayuguan, Gansu. The questionnaire included a translated 6-item version of the PCC questionnaire, physician-induced behaviors, and patients' sociodemographic characteristics including gender, household registration, age, and income. Logistic regression analyses were conducted to assess whether PCC promoted self-reported health, the subjective necessity of hospitalization, and decreased physician-induced demand. The interactions between PCC and household registration were implemented to assess the effect of the difference between adequate and inadequate healthcare resources.Results: PCC promoted the patient's self-reported physical (OR = 4.154, p < 0.001) and mental health (OR = 5.642, p < 0.001) and subjective necessity of hospitalization (OR = 6.160, p < 0.001). Meanwhile, PCC reduced physician-induced demand in advising to buy medicines outside (OR = 0.415, p < 0.001), paying at the outpatient clinic (OR =0.349, p < 0.001), issuing unnecessary or repeated prescriptions and medical tests (OR = 0.320, p < 0.001), and requiring discharge and readmitting (OR = 0.389, p < 0.001).Conclusion: By improving health outcomes for inpatients and reducing the risk of physician-induced demand, PCC can benefit both patients and health insurance systems. Therefore, PCC should be implemented in healthcare settings.

Firms in the digital age often do not know whether they should focus on exploiting their existing information technology (IT) resources or focus on exploring novel IT resources. They are often told to maintain a perfect balance between IT exploitation and IT exploration. In this study, we show that firms do not need to have the same levels of IT exploitation and exploration simultaneously to improve organizational agility. IT ambidexterity can be achieved by proportional balance between IT exploitation and exploration without forcing the perfect balance between the two. With finite resources, the maximal agility is not associated the perfect balance between IT exploitation and exploration; instead, it is associated with the proportional balance between IT exploitation and exploration, and the optimal proportional balance could vary based on the firm’s total resources allocated for IT ambidexterity. Our findings on proportional balance between IT exploitation and exploration could profoundly influence how firms make IT investment decisions. Rather than pursuing a perfect balance between IT exploitation and IT exploration, firms should consider both their organizational characteristics and environmental conditions to identify optimal levels of proportional balance between the two.