Organizational Learning as a Mediating Mechanism: Transformational Leadership, IT-Business Alignment, and Service Innovation in Indonesian Healthcare

Abstract

The digital health transformation in Indonesia presents a critical challenge for healthcare institutions, where digital maturity often lags behind national integration mandates. This study addresses this research gap by examining the roles of transformational leadership and IT-business alignment in driving service innovation performance. While numerous studies have examined the impact of digital transformation on broader organizational performance, considerably less attention has been directed toward understanding how organizational learning serves as the underlying mechanism through which leadership and technology alignment translate specifically into service innovation outcomes within healthcare settings. Using a quantitative causal methodology, data were obtained from 117 employees at hospitals and community health centers through purposive sampling. Data analysis was performed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with SmartPLS software. The findings demonstrate that IT-business alignment has a favorable and significant effect on service innovation performance. While transformational leadership does not directly influence innovation performance, it serves as a significant driver of organizational learning. These results highlight the necessity for healthcare management to prioritize synergy between digital strategies and business goals while fostering a collective learning culture. In conclusion, ensuring robust IT alignment and a supportive learning environment is fundamental for achieving sustainable service innovation in the healthcare sector.