ADAPTIVE STRATEGY BASED AGILITY: DEVELOPING AND VALIDATING A NEW STRATEGIC MANAGEMENT CONSTRUCT THROUGH EXPLORATORY FACTOR ANALYSIS IN TYPE C HOSPITALS

Abstrak

Hospitals operating in volatile, uncertain, complex, and ambiguous (VUCA) healthcare environments require a strategic-level capability spanning sensing, seizing, reconfiguring, and institutionalizing adaptive routines. Existing agility and dynamic capability instruments capture parts of this cycle but rarely integrate the institutionalization stage that sustains adaptive gains. This study conceptualizes and tests Adaptive Strategy Based Agility (ASBA), grounded in Dynamic Capability Theory and Institutional Theory, examining whether twelve theoretically derived indicators cohere into one reflective factor. A quantitative, cross-sectional design surveyed 100 Directors/Senior Managers of Type C hospitals across four major Indonesian cities (Jakarta, Bandung, Semarang, Surabaya). Twelve indicators spanning sensing, seizing, transforming, and institutionalizing clusters were measured on a five-point Likert scale and analyzed via principal-component Exploratory Factor Analysis. Sampling adequacy was superb (KMO = .926), and Bartlett's test was significant (χ² = 677.682, df = 66, p < .001). One component was extracted (eigenvalue = 6.847), explaining 57.06% of variance. All twelve indicators loaded strongly (.707–.803; communalities .499–.645), exceeding conventional thresholds and supporting a unidimensional structure. ASBA is empirically supported as a unidimensional strategic capability bridging dynamic-capability microfoundations with institutional theory's institutionalization mechanism, offering hospital management a diagnostic lens for strategic adaptability and a validated indicator set for confirmatory testing.