Patient experience is commonly assessed through surveys that measure health gains and perceptions of episodes of care. This approach reveals fatigue and falling response rates, indicators of misalignment between patients and healthcare providers. This study proposes to broaden the patient experience perspective beyond episodes. By assuming a patient journey in which digital technology is increasingly prominent, this study aims to identify the capabilities that healthcare provider organisations should develop to enhance patient experience.
The study employed a structured six-step process of thematic analysis within a qualitative research design. Data were collected through semi-structured interviews with healthcare executives from 11 countries. The data were thematically coded using MAXQDA software. To reinforce reliability, the triangulation for convergence technique was applied using data from 88 abstracts published during 2023 and 2024. This secondary data from 21 countries corroborated the findings.
Grounded in the theories of structuration and dynamic capabilities, the study proposes the Honeycomb capabilities framework and develops six propositions. This framework contributes to the management of healthcare provider organisations by identifying key capabilities to enhance patient experience. The study formulated implications for research, practice and society.
CX in healthcare is not PX. The two concepts have different roots in literature and practice and should not be used interchangeably. PX concept extension is necessary in scope and measurements to align practice with praxis. This study reinforces the thesis from Seidl and Whittington (2014) that the SAP research agenda should be enlarged and interplay with other research streams.
Managers should assume responsibility and be accountable for PX. PX is not a departmental function but an HCPO mission. HCF can be a roadmap to develop dynamic capabilities at the top management level.
Many of the benefits of prominent public policies, such as open data policies or common data spaces, depend on patients’ behaviours, including adoption, engagement, altruism, consent or choices. In turn, these behaviours require a positive PX, which relies on HCPOs and the patient’s relationship.
This study proposes a novel approach to patient experience by augmenting its scope beyond the patient encounters. The finding suggests that healthcare managers are accountable for developing specific dynamic capabilities to succeed. The study design, grounded in cross-country evidence, facilitates the generalisation.
