Designing a Collaborative Framework for Digital Transformation at Isfahan University of Medical Sciences (Focusing on the Electronic Health Record)

Articles in Press

Document Type : Original Article

Authors

Hamed Bagheri toudeshki ¹

Meisam Shahbazi ²

¹ Department of Industrial Management, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Tehran, Iran

² Department of Industrial Management and technology, Farabi college, University of Tehran

https://doi.org/10.22067/tmj.2026.98229.1833

Abstract

The present research was conducted with the goal of designing a transformative and collaborative framework tailored to the localized needs of Isfahan University of Medical Sciences (IUMS). This study employed a qualitative-exploratory approach and utilized the thematic analysis method. Data were collected through purposive snowball sampling via interviews with eight academic and executive experts at IUMS and subsequently analyzed using ATLAS.ti 8 software. To ensure the reliability of the research, inter-coder agreement was assessed, yielding a Cohen’s Kappa coefficient of 0.71 on random samples, which confirms a substantial level of reliability and analytical agreement.Data analysis led to the extraction of a six-dimensional framework encompassing engagement with key ecosystem actors, namely: affiliated centers, the Ministry, non-affiliated entities (insurance providers), capable private companies, telecommunication firms, and intra-sectoral collaborations. By clarifying stakeholder roles, identifying key challenges, defining tangible performance indicators and introducing a three tiered structure, these dimensions can act as an enabler for digital transformation across the University of Medical Sciences. The aforementioned dimensions are designed to address critical gaps such as weak collaborative governance, lack of system integration, inadequate communication and security infrastructure, the absence of a common language among stakeholders, and the limited participation of the private sector and affiliated centers. The findings indicate that the proposed framework, by adopting a socio-technical approach, can act as a collaborative data governance model for achieving digital transformation. By identifying stakeholder collaborative processes, this model seeks to transition from siloed structures toward a process of shared value creation and the continuity of safe care across the nation’s universities of medical sciences.

Keywords

Digital Transformation

Electronic Health Record (EHR)

Collaborative Data Governance

Value Co-creation

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