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All Journal Inovasi : Jurnal Ekonomi, Keuangan, dan Manajemen Jurnal Biologi Tropis Jurnal Review Pendidikan dan Pengajaran (JRPP) Syntax Idea Community Engagement and Emergence Journal (CEEJ) Management Studies and Entrepreneurship Journal (MSEJ) Jurnal Sains Manajemen Co-Value : Jurnal Ekonomi, Koperasi & Kewirausahaan Research of Service Administration Health and Sains Healthys Journal of Comprehensive Science Edunity: Kajian Ilmu Sosial dan Pendidikan JURNAL EKONOMI BISNIS DAN MANAJEMEN (EKO-BISMA) Profit: Jurnal Manajemen, Bisnis dan Akuntansi Journal of Artificial Intelligence and Digital Business Jurnal Mahasiswa Manajemen dan Akuntansi Journal Research of Social Science, Economics, and Management Journal of Economics and Social Sciences Innovative: Journal Of Social Science Research Jurnal Pendidikan Terapan Journal of Economics and Management Scienties Promotor: Jurnal Mahasiswa Kesehatan Masyarakat Journal of Knowledge Management kawanad Indonesian Journal of Innovation Multidisipliner Research Jurnal Cendekia Ilmiah Jurnal Ekonomi, Manajemen, Akuntansi PESHUM Jurnal Ilmiah Manajemen Dan Kewirausahaan Jurnal Manajemen, Bisnis dan Kewirausahaan Borneo Nursing Journal Optimal: Jurnal Ekonomi dan Manajemen
Purwadhi Purwadhi
Universitas Adhirajasa Reswara Sanjaya
Aerospace Engineering Agriculture, Biological Sciences & Forestry Humanities Automotive Engineering Biochemistry, Genetics & Molecular Biology Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Engineering Environmental Science Health Professions Immunology & microbiology Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Materials Science & Nanotechnology Medicine & Pharmacology Neuroscience Nursing Public Health Social Sciences Other

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Strategi Peningkatan Kinerja Instalasi Gawat Darurat Menggunakan Balanced Scorecard: Studi Literatur Feby Ayu Anggana; Lunia Widiastutiningtyas; Purwadhi Purwadhi; Yani Restiani Widjaja
RIGGS: Journal of Artificial Intelligence and Digital Business Vol. 5 No. 2 (2026): Mei-Juli
Publisher : Prodi Bisnis Digital Universitas Pahlawan Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/riggs.v5i2.10687

Abstract

Instalasi Gawat Darurat (IGD) merupakan unit pelayanan rumah sakit yang berperan sebagai garda terdepan dalam penanganan pasien dengan kondisi kegawatdaruratan. Kinerja IGD yang optimal sangat penting untuk menjamin keselamatan pasien, meningkatkan kepuasan pengguna layanan, serta mendukung reputasi dan keberlanjutan rumah sakit. Namun, pengukuran kinerja yang selama ini digunakan cenderung berfokus pada aspek finansial sehingga belum mampu menggambarkan kinerja organisasi secara menyeluruh. Penelitian ini bertujuan untuk mengidentifikasi strategi peningkatan kinerja IGD melalui penerapan pendekatan Balanced Scorecard (BSC) berdasarkan hasil kajian literatur. Metode penelitian yang digunakan adalah scoping review dengan menelaah berbagai artikel ilmiah yang diperoleh dari basis data akademik relevan. Hasil kajian menunjukkan bahwa Balanced Scorecard, baik diterapkan secara mandiri maupun dikombinasikan dengan metode manajemen lainnya, efektif dalam mengukur, memantau, dan meningkatkan kinerja IGD secara komprehensif. Pendekatan ini mencakup empat perspektif utama, yaitu keuangan, pelanggan, proses bisnis internal, serta pembelajaran dan pertumbuhan, yang memungkinkan evaluasi kinerja secara lebih seimbang dan strategis. Selain itu, edukasi dan pelatihan staf kesehatan ditemukan sebagai faktor yang paling berpengaruh dalam meningkatkan kualitas pelayanan IGD sekaligus memberikan dampak positif terhadap kinerja keuangan rumah sakit. Penerapan Balanced Scorecard juga mampu memberikan arah strategis yang jelas dalam pengambilan keputusan, pengelolaan sumber daya, dan pelaksanaan aktivitas operasional. Dengan demikian, Balanced Scorecard dapat menjadi alat manajemen yang efektif untuk meningkatkan kinerja IGD secara holistik dengan menitikberatkan pada pengembangan sumber daya manusia dan perbaikan berkelanjutan.
Managerial Strategy of Dasan Lekong Community Health Center, East Lombok to Improve Utilization of Electronic Medical Records by Medical Personnel Rangga Kembang Taruna; Purwadhi Purwadhi; Ign. Wiseto P. Agung
Jurnal Biologi Tropis Vol. 26 No. 1 (2026): Januari-Maret
Publisher : Biology Education Study Program, Faculty of Teacher Training and Education, University of Mataram, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29303/jbt.v26i1.11293

Abstract

The digital transformation in the healthcare sector encourages the implementation of Electronic Medical Records (EMR) to improve service quality and the efficiency of patient data management. However, the implementation of EMR at Dasan Lekong Community Health Center (Puskesmas) still faces various technical and managerial challenges. This study aims to identify problems, analyze causal factors, determine priority issues to be addressed, and formulate managerial strategies for EMR development. This research employs a qualitative descriptive method with a case study approach. Data were collected through interviews and direct observations involving eight participants directly engaged in EMR management. Data analysis was conducted using four analytical tools: the HOT-Fit Model to identify Human, Organization, and Technology factors; the Fishbone Diagram to determine root causes; the USG (Urgency, Seriousness, Growth) Method to prioritize issues; and SWOT Analysis to develop managerial strategies. The findings reveal that the main obstacles to EMR implementation include limited infrastructure (computers, servers, and network), frequent system errors or slowdowns, inadequate staff skills, and unclear standard operating procedures (SOPs) with insufficient managerial support. Based on the USG analysis, technology and infrastructure are identified as top priorities, followed by human resource competence enhancement and organizational policy improvement. Recommended strategies include upgrading technological facilities, conducting continuous training, establishing standardized SOPs, and strengthening leadership support.
Diferensiasi Strategis melalui Desain Ulang Pelayanan Rawat Jalan Berbasis Rumah Sakit: Tinjauan Sistematis atas Kinerja Organisasi dan Nilai Ekonomi Zakiyatul Amaliyah; Stefina Media Sari; Zahra Aryafika Hajarrani; Purwadhi Purwadhi; Yani Restiani Widjaja
Indonesian Journal of Innovation Multidisipliner Research Vol. 4 No. 3 (2026): Juli - September
Publisher : Institute of Advanced Knowledge and Science

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.69693/ijim.v4i3.1869

Abstract

Rumah sakit menggunakan telehealth, pemantauan jarak jauh, eConsult, klinik akses cepat, dan pelayanan terintegrasi sebagai strategi diferensiasi, tetapi nilai ekonominya berbeda menurut pemangku kepentingan. Tinjauan sistematis ini menganalisis dampak desain ulang pelayanan rawat jalan berbasis rumah sakit terhadap kinerja organisasi serta distribusi manfaat dan biaya. Pencarian PubMed mencakup artikel berbahasa Inggris yang terbit pada 1 Januari 2020–13 Juli 2026. Seleksi mengikuti PRISMA 2020, kualitas dinilai dengan instrumen JBI sesuai desain studi, dan temuan disintesis secara naratif karena heterogenitas intervensi, perspektif biaya, dan luaran. Dari 547 rekaman, 33 studi dimasukkan. Manfaat paling konsisten muncul ketika inovasi menggantikan kunjungan yang tidak diperlukan, mempercepat triase, mengintegrasikan tahapan pelayanan, atau mencegah penggunaan layanan akut. Penghematan waktu, perjalanan, dan biaya pasien lebih konsisten daripada penghematan rumah sakit. Sebagian studi menunjukkan cost shifting, peningkatan pendapatan yang diikuti kenaikan biaya, atau perbaikan operasional tanpa bukti moneter langsung. Temuan studi berkualitas lebih tinggi juga lebih bersyarat. Nilai ekonomi terutama dihasilkan oleh desain ulang proses, seleksi pasien, kesiapan organisasi, dan keselarasan pembiayaan, bukan teknologi semata.
Intervensi Lean Six Sigma Menurunkan Waktu Tunggu Pelayanan Obat Pasien Jkn di Depo Farmasi Rawat Jalan RS Ari Canti Bali Made Putri Widyantini; Purwadhi Purwadhi; Maxsi Ary
Jurnal Manajemen, Bisnis dan Kewirausahaan Vol. 6 No. 2 (2026): Agustus : Jurnal Manajemen, Bisnis dan Kewirausahaan (JUMBIKU)
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/jumbiku.v6i2.7697

Abstract

Long medication waiting times in outpatient pharmacy services can hinder therapy continuity and reduce patient trust, particularly among National Health Insurance (JKN) patients who make up the majority of visits at RS Ari Canti Bali. Despite several improvement efforts, the hospital's waiting-time quality indicator remained below the minimum service standard target. This study aimed to identify the root causes of delay and to apply a Lean Six Sigma intervention through the Define-Measure-Analyze-Improve-Control (DMAIC) framework to reduce medication waiting time for JKN patients at the outpatient pharmacy unit, as well as to design and evaluate a revised standard operating procedure to sustain the improvement. A mixed-methods case study design was used, combining in-depth interviews, observation, document review, and time studies analyzed with Value Stream Mapping, fishbone diagrams, and the 5-Why technique. Waiting-time data were collected from 30 baseline prescriptions and 30 post-intervention prescriptions and compared using a paired sample t-test. Results showed that average waiting time decreased from 27.33 to 16.93 minutes, a reduction of about 38 percent, with the largest decrease found in compounded prescriptions. The paired sample t-test confirmed that the reduction was statistically significant. These findings imply that an integrated Lean Six Sigma approach, supported by a sustainable standard operating procedure and monitoring plan, can meaningfully improve pharmacy service quality and help hospitals meet national waiting-time standards for JKN patients.
Strategic foresight sebagai Kapabilitas Strategis dalam Transformasi Digital Organisasi Kesehatan: Meta-Sintesis Literatur Adhein Ayu Mandrakitty; Krisna Dini Septian; Purwadhi Purwadhi; Yani Restiani Widjaja
Profit: Jurnal Manajemen, Bisnis dan Akuntansi Vol. 5 No. 3 (2026): Agustus: Profit: Jurnal Manajemen, Bisnis dan Akuntansi
Publisher : UNIVERSITAS MARITIM AMNI SEMARANG

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58192/profit.v5i3.5013

Abstract

Digital transformation has become a strategic priority for healthcare organizations to improve service quality, operational efficiency, and organizational sustainability. However, previous studies have generally examined strategic foresight, strategic capabilities, and digital transformation as separate constructs, leaving their relationships insufficiently integrated. This study develops a conceptual model of the role of strategic foresight as a strategic capability supporting digital transformation in healthcare organizations through a meta-synthesis approach. Literature was retrieved from the PubMed database using the following inclusion criteria: Scopus-indexed journal articles, published in English, available in full text, and published between 2021 and 2026. Twenty-three articles met the inclusion criteria and were analyzed using thematic synthesis involving coding, descriptive theme development, and analytical theme generation. Five analytical themes emerged: strategic foresight as an anticipatory approach, scenario planning as an implementation mechanism, strategic foresight as an organizational capability, digital transformation as an outcome of strategic capability, and an integrated conceptual model linking environmental change, strategic foresight, strategic capabilities, and digital transformation. The findings indicate that successful digital transformation depends not only on technology adoption but also on an organization's ability to strengthen dynamic capabilities, organizational resilience, and strategic decision-making through strategic foresight. The proposed conceptual model represents the study's main contribution by integrating these elements into a unified framework, providing theoretical insights for strategic management and practical guidance for designing adaptive, proactive, and sustainable digital transformation strategies in healthcare organizations.
Pengaruh Word of Mouth (WOM) dan Electronic Word of Mouth (eWOM) Terhadap Keputusan Pemilihan RSGM Maranatha di Bandung Rudy Djuanda; Purwadhi Purwadhi; Didin Syarifuddin
Edunity: Kajian Ilmu Sosial dan Pendidikan Vol. 5 No. 9 (2026): Edunity: Social and Educational Studies
Publisher : PT Publikasiku Academic Solution

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.57096/edunity.v5i9.578

Abstract

Penelitian ini bertujuan untuk menganalisis pengaruh Word of Mouth (WOM) dan Electronic Word of Mouth (eWOM) terhadap keputusan pemilihan RSGM Maranatha di Bandung. Penelitian menggunakan pendekatan kuantitatif dengan desain kausalitas dan metode cross-sectional. Data dikumpulkan melalui kuesioner skala Likert dari 100 responden yang dipilih menggunakan purposive sampling. Analisis data meliputi analisis deskriptif, uji validitas dan reliabilitas, uji asumsi klasik, serta regresi linear berganda menggunakan SPSS. Hasil penelitian menunjukkan bahwa WOM berpengaruh signifikan terhadap keputusan pemilihan RSGM Maranatha di Kota Bandung. Rekomendasi keluarga atau teman, pengalaman positif, fasilitas, serta harapan terhadap kualitas pelayanan menjadi faktor penting dalam pengambilan keputusan pasien. Selanjutnya, eWOM juga terbukti berpengaruh positif dan signifikan terhadap keputusan pemilihan, di mana pasien mempertimbangkan ulasan media sosial dan platform digital sebelum menentukan pilihan dokter gigi. Secara simultan, WOM dan eWOM berpengaruh signifikan terhadap keputusan pemilihan RSGM Maranatha di Kota Bandung. Temuan ini menegaskan bahwa komunikasi interpersonal maupun digital memiliki peran strategis dalam pemasaran jasa kesehatan, khususnya pada layanan kedokteran gigi.
Orientasi Strategik dan Keunggulan Kompetitif Rumah Sakit: Tinjauan Literatur dan Implikasi Manajerial Fajar Gumilar; Intan Mentari; Purwadhi Purwadhi; Yani Restiani Widjadja
OPTIMAL Jurnal Ekonomi dan Manajemen Vol. 6 No. 2 (2026): Juni: OPTIMAL: Jurnal Ekonomi dan Manajemen
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/optimal.v6i2.10996

Abstract

The increasingly complex competition in the healthcare industry requires hospitals to have a clear strategic orientation and sustainable competitive advantage. Regulatory changes, developments in medical technology, and service quality demands are major challenges in healthcare organisation management. This study aims to analyse scientific findings related to strategic orientation and types of competitive advantage in hospitals through a literature review approach. The research method used a Systematic Literature Review of national and international articles published between 2022 and 2024. The search was conducted through reputable scientific databases using the keywords ‘strategic orientation’, ‘competitive advantage’, and ‘hospital management’. Selected articles were analysed qualitatively through a process of classification and synthesis. The results of the study show that innovation orientation, market orientation, and learning orientation are the dominant patterns in hospital management. Differentiation strategy is the most widely applied type of competitive advantage through service quality improvement, development of superior services, and utilisation of health technology. In addition, there is a positive relationship between strategic orientation and organisational performance. This study confirms that the alignment of strategic orientation and competitive strategy plays an important role in improving the competitiveness and sustainability of hospitals.
Pergeseran Peran Artificial Intelligence dalam Mendukung Manajemen Strategik Organisasi Kesehatan: Systematic Literature Review Mohammad Rosyid Ridho; Danu Kamajaya; Purwadhi Purwadhi; Yani Restiani Widjaja
OPTIMAL Jurnal Ekonomi dan Manajemen Vol. 6 No. 3 (2026): September: OPTIMAL: Jurnal Ekonomi dan Manajemen
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/optimal.v6i3.12229

Abstract

Healthcare organizations operate in increasingly dynamic, complex, and uncertain environments, requiring adaptive and data-driven strategic decision-making. Artificial Intelligence (AI) has emerged as a promising technology capable of supporting strategic management through advanced data processing, predictive analytics, and decision-support capabilities. However, existing studies on the role of AI in strategic management within healthcare organizations remain fragmented across different research domains and lack comprehensive synthesis. This study aims to analyze the role of AI in supporting strategic management in healthcare organizations through a Systematic Literature Review (SLR). The review followed the PRISMA guidelines and utilized the PubMed database to identify relevant studies published between 2020 and 2025. A total of 27 articles that met the inclusion criteria were analyzed using a thematic synthesis approach. The findings indicate that AI contributes to strategic decision-making, organizational leadership, digital transformation, governance, and resource management in healthcare organizations. The main finding of this study reveals a shift in the role of AI from an operational technology focused primarily on efficiency improvement to a strategic capability that supports strategic planning, risk management, and organizational value creation. Furthermore, successful AI implementation is influenced not only by technological sophistication but also by an organization’s ability to integrate AI into leadership practices, governance structures, organizational culture, and human resource competencies. This study concludes that AI has significant potential as a strategic capability that can enhance the competitiveness and long-term sustainability of healthcare organizations.
Pilar Strategis Healthcare Ecosystem dalam Mewujudkan Keunggulan Bersaing Rumah Sakit: Sebuah Meta-Sintesis Literatur Tegusti Muhammad Waly; Dina Sekar; Purwadhi Purwadhi; Yani Restiani Widjaja
OPTIMAL Jurnal Ekonomi dan Manajemen Vol. 6 No. 3 (2026): September: OPTIMAL: Jurnal Ekonomi dan Manajemen
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/optimal.v6i3.12431

Abstract

The increasing competitiveness of the hospital industry requires healthcare organizations to develop strategies that foster sustainable competitive advantage. The concept of the Healthcare Ecosystem has been widely explored from various perspectives, including Value-Based Healthcare, digital transformation, artificial intelligence, collaborative governance, and organizational innovation. However, existing studies remain fragmented and have not established a comprehensive conceptual framework that integrates the strategic pillars of the Healthcare Ecosystem to enhance hospital competitive advantage. This study aims to identify and synthesize the strategic pillars of the Healthcare Ecosystem using a meta-synthesis approach. Data were obtained from 25 articles indexed in PubMed and published in Scopus-indexed journals using keywords related to Healthcare Ecosystem, Value-Based Healthcare, Digital Health, Artificial Intelligence, Collaborative Governance, and Innovation Ecosystem. Articles were selected based on predefined inclusion and exclusion criteria and analyzed using thematic synthesis. The findings identified six strategic pillars: Strategic Leadership & Governance, Digital Health & Artificial Intelligence Capability, Innovation Ecosystem & Stakeholder Collaboration, Value-Based Healthcare, Dynamic Capability, and Organizational Sustainability. The novelty of this study lies in the development of the Strategic Pillars of the Healthcare Ecosystem Framework, which integrates these six pillars into a comprehensive conceptual model for strengthening hospital competitive advantage. The proposed framework provides both theoretical and practical guidance for healthcare organizations in developing adaptive, innovative, and sustainable strategic management.
Analisis Manajemen Strategik dalam Meningkatkan Kualitas Pelayanan Rumah Sakit di Era Transformasi Kesehatan Ria Anggraeni Lubis; Orieza Sativa Novitaloka; Purwadhi Purwadhi; Yani Restiani Widjaja
OPTIMAL Jurnal Ekonomi dan Manajemen Vol. 6 No. 3 (2026): September: OPTIMAL: Jurnal Ekonomi dan Manajemen
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/optimal.v6i3.12748

Abstract

Health transformation has encouraged hospitals to improve organizational governance in order to enhance the quality of healthcare services. These changes require hospitals to develop adaptive strategies in response to technological advancements, regulatory reforms, and increasing public expectations regarding service quality. This study aims to analyze the implementation of strategic management in improving hospital service quality during the health transformation era. The research employed a qualitative descriptive approach using a library research method. Data were collected from national and international scientific articles, reference books, government policy documents, and other relevant literature related to strategic management and hospital services. The collected data were analyzed using content analysis through data reduction, data presentation, interpretation, and conclusion drawing. The findings indicate that strategic management is implemented through five major components: strategic environmental analysis, strategy formulation, strategy implementation, strategy evaluation, and service innovation based on health transformation. These components collectively contribute to strengthening organizational effectiveness, improving hospital governance, optimizing the utilization of digital technology, enhancing human resource competencies, and delivering higher-quality, patient-oriented healthcare services. Therefore, strategic management serves as an essential approach for supporting the successful implementation of health transformation while continuously improving the quality of hospital services.
Co-Authors A. Rohendi Abdul Gopur Acep Rohendi Ade Mubarok Adhein Ayu Mandrakitty Andi Fittrani Aniz Zamzami Anna Hanifa Defrita Bayu Wahyudi Danu Kamajaya Dina Sekar Disman Disman Eduardus Raditya Kusuma Putra Emi Setianingsih Erick Juniyantho Wijaya Fajar Gumilar Famila Famila Fanny Agustina Hidayat Fauzan Fauzan Feby Ayu Anggana Fransiska Mochtar G. Agung Krisna Yudha Grace Bambulu Harleyna Rokhison Hesti Melliasari I Gede Pradika Abdi Putra Ign. Wiseto P. Agung Iin Sakina L. Indah Dwi Mentari Indry Nurafsari Intan Mentari Isa Dwiyono Joanie DewiJanti Dhartono Kahar Mulyani Krisna Dini Septian Latesia Pramagistra Nurshabrina Lia Nuramalia Listiana Nur Fadillah Lunia Widiastutiningtyas Made Putri Widyantini Maxsi Ary Mellynia Yuniarti Mohammad Rosyid Ridho Muhammad Rizal Fauzi Ni Luh Putu Adinda Tasya Saraswati Nico Nico Nining Handayani Orieza Sativa Novitaloka R. Oke Andikarya Raden Muhammad Nobel Rangga Kembang Taruna Rani Satiti Raysha Ramadhani Rhegy Seno Pratama Ria Anggraeni Lubis Rian Andriani Rinawati Rinawati Rizki Ardiansyah Rubini Rudy Djuanda Salia Marvinia Salwiyadi Salwiyadi Sanya Diandra Praniti Selsi Ayunda Nazli Seso Sulijaya Suyono Stefina Media Sari Sukajie, Bambang Syamsul Rizal Syarifuddin , Didin Tegusti Muhammad Waly Umar Usman Veranita, Mira Victoria Cyntia Yogya Astuti Yani Restiani Widjadja Yani Restiani Widjaja Yani Restiani Widjaya Yani Restiani Widjaya Yunita Indah Dewi Zahra Aryafika Hajarrani Zakiyatul Amaliyah ⁠Mianova Mintardi