The rapid advancement of digital health services has created both opportunities and challenges for healthcare systems worldwide, particularly in developing comprehensive e-health frameworks that align with patient needs and institutional capacities. This study investigates the critical factors influencing the adoption of digital health services within the Ministry of Health in Saudi Arabia, focusing on five dimensions: trust, technological infrastructure, ease of use, perceived usefulness, and awareness. A quantitative research approach was employed through the distribution of a structured electronic questionnaire, which gathered responses from 132 participants recruited via social media platforms. The survey captured demographic data in addition to participants’ perceptions of digital health transformation. Statistical analysis revealed moderate levels of trust, with respondents rating transparency and accuracy positively. Nevertheless, concerns regarding data privacy emerged as a persistent barrier to full adoption. Furthermore, technological infrastructure was rated poorly, indicating gaps in system reliability, integration, and performance that hinder effective implementation. Ease of use appeared as a key determinant of adoption, with respondents emphasizing the importance of user-friendly interfaces, accessibility, and adequate technical support. Perceived usefulness, however, was relatively low, suggesting that the added value of digital health tools in improving efficiency and service quality has not been fully demonstrated to end-users. Awareness was found to play a mediating role, shaping how trust, technology, and usability translate into acceptance and utilization. Hypothesis testing confirmed that trust and technology significantly influence adoption, while ease of use and usefulness strongly drive user acceptance. The findings highlight the necessity of enhancing data security measures, upgrading technological infrastructure, and improving user experience through training and design optimization. Additionally, targeted awareness campaigns are recommended to strengthen public understanding of the benefits of digital health services. By addressing these factors, Saudi Arabia’s Ministry of Health can accelerate a sustainable digital transformation in healthcare, ensuring higher adoption rates and improved service delivery.
| Published in | European Business & Management (Volume 11, Issue 5) |
| DOI | 10.11648/j.ebm.20251105.16 |
| Page(s) | 162-175 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2025. Published by Science Publishing Group |
Perceived Usefulness, Digital Transformation, Decision-Making, Technological Infrastructure, Digital Healthcare
Authors | Definition |
|---|---|
Albukhitan et al. [2] | Focused on how digital technologies can transform a company’s business model, leading to new products, reorganized structures, or automated processes. |
Al-Dhaafri et al. [3] | The incorporation of digital technologies into business operations. |
Aleixo et al. [4] | Highlight the widespread impact of changes driven by digital technologies across the entire organization. |
AlJaberi et al. [5] | The alignment of technology with new business models to engage digital customers more effectively at every stage of the customer experience lifecycle. |
Characteristics | Sub Characteristics | N | % |
|---|---|---|---|
Gender | Female | 87 | 65.9% |
Male | 45 | 34.1% | |
Age Group | 18 – 29 Years old | 36 | 27.3% |
30 – 40 years old | 54 | 40.9% | |
41 – 50 years old | 34 | 25.8% | |
51 – 59 Years old | 7 | 5.3% | |
60 or more years | 1 | 0.8% | |
Educational Level | High School | 19 | 14.4% |
Bachelor's degree | 63 | 47.7% | |
Master’s degree | 48 | 36.4% | |
Doctorate degree | 2 | 1.5% | |
Years of experience | Less than 5 years | 56 | 42.4% |
From 6 to 10 years | 30 | 22.7% | |
From 11 to 15 years | 17 | 12.9% | |
16 or more years | 29 | 22% | |
Total | 132 | 100% | |
Variables | Number | Axis Stability | |
|---|---|---|---|
Digital Transformation | Trust | 5 | 0.764 |
Technology Factors | 5 | 0.836 | |
Perceived Ease of Use | 5 | 0.824 | |
Perceived Usefulness | 5 | 0.833 | |
Competitive Advantage | 5 | 0.866 | |
strategic planning for digital transformation | 5 | 0.870 | |
Total Cronbach's Alpha | 30 | 16.447 | |
No | Items | Mean | SD | Order | The reliability |
|---|---|---|---|---|---|
1 | I trust that digital transformation initiatives at the Ministry of Health Affairs ensure data security and privacy. | 1.70 | 0.798 | 5 | - |
2 | Digital systems are transparent and provide accurate health information. | 2.84 | 1.054 | 1 | - |
3 | The Ministry provides clear policies on digital security and compliance. | 2.29 | 0.843 | 4 | - |
4 | I feel confident using digital platforms due to their reliability. | 2.29 | 0.843 | 3 | - |
5 | Digital services at the Ministry are designed with patience and employee trust in mind. | 2.33 | 0.843 | 2 | - |
Total | 2.29 | 0.632 | - | 0.764 | |
No | Items | Mean | SD | Order | The reliability |
|---|---|---|---|---|---|
1 | The Ministry of Health Affairs provides adequate technological infrastructure for digital transformation. | 1.83 | 0.757 | 1 | - |
2 | The existing technologies used by the Ministry are modern and efficient. | 1.63 | 0.703 | 3 | - |
3 | There is continuous upgrading of digital technologies in the Ministry. | 1.78 | 0.713 | 2 | - |
4 | Digital transformation initiatives integrate seamlessly with current healthcare operations. | 1.57 | 0.690 | 4 | - |
5 | Employees receive adequate training in new technologies. | 1.52 | 0.686 | 5 | - |
Total | 1.70 | 0.586 | - | 0.836 | |
No | Items | Mean | SD | Order | The reliability |
|---|---|---|---|---|---|
1 | The digital platforms in the Ministry are user-friendly and easy to navigate. | 2.13 | 0.735 | 1 | - |
2 | Employees can quickly learn and adapt to the digital systems without much difficulty. | 1.95 | 0.691 | 3 | - |
3 | The Ministry provides sufficient technical support for digital services. | 1.98 | 0.771 | 2 | - |
4 | Digital transformation has simplified routine work processes. | 1.88 | 0.762 | 4 | - |
5 | It is easy to access and use Ministry digital services from multiple devices. | 1.76 | 0.711 | 5 | - |
Total | 1.93 | 0.563 | - | 0.824 | |
No | Items | Mean | SD | Order | The reliability |
|---|---|---|---|---|---|
1 | Digital transformation has significantly improved the efficiency of healthcare services. | 1.61 | 0.798 | 2 | - |
2 | The use of digital systems has enhanced communication and coordination. | 1.68 | 0.794 | 1 | - |
3 | Digital transformation contributes to better decision-making in the Ministry. | 1.57 | 0.679 | 4 | - |
4 | The digital tools implemented by the Ministry improve service quality. | 1.61 | 0.706 | 3 | - |
5 | Employees perceive digital transformation as an essential step for improving healthcare delivery. | 1.54 | 0.659 | 5 | - |
Total | 1.60 | 0.588 | - | 0.866 | |
No | Items | Mean | SD | Order | The reliability |
|---|---|---|---|---|---|
1 | Digital transformation gives the Ministry a competitive edge in the healthcare sector. | 1.61 | 0.798 | 2 | - |
2 | Digital initiatives have helped the Ministry provide unique and superior services. | 1.68 | 0.794 | 1 | - |
3 | The Ministry can compete effectively with other institutions due to its digital advancements. | 1.57 | 0.679 | 4 | - |
4 | The adoption of digital technologies has led to increased patient satisfaction. | 1.61 | 0.706 | 3 | - |
5 | The Ministry's digital transformation strategy positions it as a leader in the healthcare sector. | 1.54 | 0.659 | 5 | - |
Total | 1.60 | 0.588 | - | 0.866 | |
Item No. | Statement | Mean | SD | Order | The reliability |
|---|---|---|---|---|---|
1 | Our organization has a clearly defined strategy for digital transformation. | 4.10 | 0.65 | 2 | - |
2 | The goals of digital transformation are aligned with the overall strategic objectives. | 4.25 | 0.60 | 1 | - |
3 | Digital transformation initiatives are supported by a detailed action plan and timeline. | 3.90 | 0.80 | 4 | - |
4 | Leadership consistently communicates the importance of digital transformation. | 3.95 | 0.75 | 3 | - |
5 | Resources are strategically allocated to support digital transformation. | 3.70 | 0.85 | 5 | 0.87 |
DT | Digital Transformation |
DTS | Digital Transformation Strategy |
SPDT | Strategic Planning for Digital Transformation |
ICT | Information and Communication Technology |
IS | Information Systems |
IT | Information Technology |
MoH | Ministry of Health |
PU | Perceived Usefulness |
PEOU | Perceived Ease of Use |
TR | Technology Readiness |
TF | Trust Factors |
CA | Competitive Advantage |
IE | Institutional Excellence |
EHR | Electronic Health Records |
WHO | World Health Organization |
ANOVA | Analysis of Variance |
SPSS | Statistical Package for the Social Sciences |
SD | Standard Deviation |
R² | Coefficient of Determination |
α (Alpha) | Cronbach’s Alpha |
# | Statement | 1 | 2 | 3 | 4 | 5 |
1 | Digital transformation gives the Ministry a competitive edge in the healthcare sector. | □ | □ | □ | □ | □ |
2 | Digital initiatives have helped the Ministry provide unique and superior services. | □ | □ | □ | □ | □ |
3 | The Ministry can compete effectively with other institutions due to its digital advancements. | □ | □ | □ | □ | □ |
4 | The adoption of digital technologies has led to increased patient satisfaction. | □ | □ | □ | □ | □ |
5 | The Ministry's digital transformation strategy positions it as a leader in the healthcare sector. | □ | □ | □ | □ | □ |
# | Statement | 1 | 2 | 3 | 4 | 5 |
1 | Digital transformation has significantly improved the efficiency of healthcare services. | □ | □ | □ | □ | □ |
2 | The use of digital systems has enhanced communication and coordination. | □ | □ | □ | □ | □ |
3 | Digital transformation contributes to better decision-making in the Ministry. | □ | □ | □ | □ | □ |
4 | The digital tools implemented by the Ministry improve service quality. | □ | □ | □ | □ | □ |
5 | Employees perceive digital transformation as an essential step for improving healthcare delivery. | □ | □ | □ | □ | □ |
# | Statement | 1 | 2 | 3 | 4 | 5 |
1 | The digital platforms in the Ministry are user-friendly and easy to navigate. | □ | □ | □ | □ | □ |
2 | Employees can quickly learn and adapt to the digital systems without much difficulty. | □ | □ | □ | □ | □ |
3 | The Ministry provides sufficient technical support for digital services. | □ | □ | □ | □ | □ |
4 | Digital transformation has simplified routine work processes. | □ | □ | □ | □ | □ |
5 | It is easy to access and use Ministry digital services from multiple devices. | □ | □ | □ | □ | □ |
# | Statement | 1 | 2 | 3 | 4 | 5 |
1 | The Ministry provides adequate technological infrastructure for digital transformation. | □ | □ | □ | □ | □ |
2 | The existing technologies used by the Ministry are modern and efficient. | □ | □ | □ | □ | □ |
3 | There is continuous upgrading of digital technologies in the Ministry. | □ | □ | □ | □ | □ |
4 | Digital initiatives integrate seamlessly with current healthcare operations. | □ | □ | □ | □ | □ |
5 | Employees receive adequate training on new technologies. | □ | □ | □ | □ | □ |
# | Statement | 1 | 2 | 3 | 4 | 5 |
1 | I trust that digital transformation initiatives ensure data security and privacy. | □ | □ | □ | □ | □ |
2 | Digital systems are transparent and provide accurate health information. | □ | □ | □ | □ | □ |
3 | The Ministry provides clear policies on digital security and compliance. | □ | □ | □ | □ | □ |
4 | I feel confident using digital platforms due to their reliability. | □ | □ | □ | □ | □ |
5 | Digital services are designed with patient and employee trust in mind. | □ | □ | □ | □ | □ |
# | Statement | 1 | 2 | 3 | 4 | 5 |
1 | Our organization has a clearly defined strategy for digital transformation. | □ | □ | □ | □ | □ |
2 | The goals of digital transformation are aligned with the overall strategic objectives. | □ | □ | □ | □ | □ |
3 | Digital transformation initiatives are supported by a detailed action plan and timeline. | □ | □ | □ | □ | □ |
4 | Leadership consistently communicates the importance of digital transformation. | □ | □ | □ | □ | □ |
5 | Resources (financial, technical, human) are strategically allocated to support digital transformation. | □ | □ | □ | □ | □ |
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APA Style
Alanizi, A. H., Ateik, A. (2025). Strategic Digital Transformation Planning as a Catalyst Linking User Experience and Organizational Excellence: A Case Study of the Saudi Health Sector. European Business & Management, 11(5), 162-175. https://doi.org/10.11648/j.ebm.20251105.16
ACS Style
Alanizi, A. H.; Ateik, A. Strategic Digital Transformation Planning as a Catalyst Linking User Experience and Organizational Excellence: A Case Study of the Saudi Health Sector. Eur. Bus. Manag. 2025, 11(5), 162-175. doi: 10.11648/j.ebm.20251105.16
AMA Style
Alanizi AH, Ateik A. Strategic Digital Transformation Planning as a Catalyst Linking User Experience and Organizational Excellence: A Case Study of the Saudi Health Sector. Eur Bus Manag. 2025;11(5):162-175. doi: 10.11648/j.ebm.20251105.16
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Download@article{10.11648/j.ebm.20251105.16,
author = {Afaf Hamood Alanizi and Alharath Ateik},
title = {Strategic Digital Transformation Planning as a Catalyst Linking User Experience and Organizational Excellence: A Case Study of the Saudi Health Sector
},
journal = {European Business & Management},
volume = {11},
number = {5},
pages = {162-175},
doi = {10.11648/j.ebm.20251105.16},
url = {https://doi.org/10.11648/j.ebm.20251105.16},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20251105.16},
abstract = {The rapid advancement of digital health services has created both opportunities and challenges for healthcare systems worldwide, particularly in developing comprehensive e-health frameworks that align with patient needs and institutional capacities. This study investigates the critical factors influencing the adoption of digital health services within the Ministry of Health in Saudi Arabia, focusing on five dimensions: trust, technological infrastructure, ease of use, perceived usefulness, and awareness. A quantitative research approach was employed through the distribution of a structured electronic questionnaire, which gathered responses from 132 participants recruited via social media platforms. The survey captured demographic data in addition to participants’ perceptions of digital health transformation. Statistical analysis revealed moderate levels of trust, with respondents rating transparency and accuracy positively. Nevertheless, concerns regarding data privacy emerged as a persistent barrier to full adoption. Furthermore, technological infrastructure was rated poorly, indicating gaps in system reliability, integration, and performance that hinder effective implementation. Ease of use appeared as a key determinant of adoption, with respondents emphasizing the importance of user-friendly interfaces, accessibility, and adequate technical support. Perceived usefulness, however, was relatively low, suggesting that the added value of digital health tools in improving efficiency and service quality has not been fully demonstrated to end-users. Awareness was found to play a mediating role, shaping how trust, technology, and usability translate into acceptance and utilization. Hypothesis testing confirmed that trust and technology significantly influence adoption, while ease of use and usefulness strongly drive user acceptance. The findings highlight the necessity of enhancing data security measures, upgrading technological infrastructure, and improving user experience through training and design optimization. Additionally, targeted awareness campaigns are recommended to strengthen public understanding of the benefits of digital health services. By addressing these factors, Saudi Arabia’s Ministry of Health can accelerate a sustainable digital transformation in healthcare, ensuring higher adoption rates and improved service delivery.
},
year = {2025}
}
TY - JOUR T1 - Strategic Digital Transformation Planning as a Catalyst Linking User Experience and Organizational Excellence: A Case Study of the Saudi Health Sector AU - Afaf Hamood Alanizi AU - Alharath Ateik Y1 - 2025/10/10 PY - 2025 N1 - https://doi.org/10.11648/j.ebm.20251105.16 DO - 10.11648/j.ebm.20251105.16 T2 - European Business & Management JF - European Business & Management JO - European Business & Management SP - 162 EP - 175 PB - Science Publishing Group SN - 2575-5811 UR - https://doi.org/10.11648/j.ebm.20251105.16 AB - The rapid advancement of digital health services has created both opportunities and challenges for healthcare systems worldwide, particularly in developing comprehensive e-health frameworks that align with patient needs and institutional capacities. This study investigates the critical factors influencing the adoption of digital health services within the Ministry of Health in Saudi Arabia, focusing on five dimensions: trust, technological infrastructure, ease of use, perceived usefulness, and awareness. A quantitative research approach was employed through the distribution of a structured electronic questionnaire, which gathered responses from 132 participants recruited via social media platforms. The survey captured demographic data in addition to participants’ perceptions of digital health transformation. Statistical analysis revealed moderate levels of trust, with respondents rating transparency and accuracy positively. Nevertheless, concerns regarding data privacy emerged as a persistent barrier to full adoption. Furthermore, technological infrastructure was rated poorly, indicating gaps in system reliability, integration, and performance that hinder effective implementation. Ease of use appeared as a key determinant of adoption, with respondents emphasizing the importance of user-friendly interfaces, accessibility, and adequate technical support. Perceived usefulness, however, was relatively low, suggesting that the added value of digital health tools in improving efficiency and service quality has not been fully demonstrated to end-users. Awareness was found to play a mediating role, shaping how trust, technology, and usability translate into acceptance and utilization. Hypothesis testing confirmed that trust and technology significantly influence adoption, while ease of use and usefulness strongly drive user acceptance. The findings highlight the necessity of enhancing data security measures, upgrading technological infrastructure, and improving user experience through training and design optimization. Additionally, targeted awareness campaigns are recommended to strengthen public understanding of the benefits of digital health services. By addressing these factors, Saudi Arabia’s Ministry of Health can accelerate a sustainable digital transformation in healthcare, ensuring higher adoption rates and improved service delivery. VL - 11 IS - 5 ER -
Department of Management, Al-Madinah International University, Kuala Lumpur, Malaysia
Department of Management, Al-Madinah International University, Kuala Lumpur, Malaysia
