Table 1 Conceptual comparison of asset... | Emerald Publishing

Table 1

Conceptual comparison of asset management barriers across sectors

Barrier category	Industrial sector	Healthcare sector	Conceptual proposition
Strategic	Under-integration of asset management into strategic planning due to operational silos and short-term cost optimization focus Required shifts from traditional maintenance to maximizing asset value	Deficient leadership; lack of top management support; poor understanding of management system; unclear mission, vision, and objectives; weak accountability structures	While strategic barriers in industrial settings are often characterized by the low prioritization of AMS in favor of short-term operational objectives, healthcare organizations may encounter additional challenges. These factors may include a limited understanding of the strategic value of AMS, unclear organizational priorities, weak governance structures, and difficulties in integrating AMS into existing management and operational frameworks
Supporting references	Konstantakos et al. (2024), Nowakowski et al. (2017), Maletič et al. (2023), Beitelmal et al. (2017)	Johannesen and Wiig (2017), Rawshdeh et al. (2024), Wardhani et al. (2009)
Human Resources	Limited internal asset management capacity, shortage of qualified personnel, and insufficient internal training and knowledge retention	Overworked clinical and technical staff; Lack of management system-specific training among clinical/technical staff; resistance to change; lack of involvement and recognition	The implementation of AMS in healthcare is likely to involve distinct human resource challenges, such as staff overload stemming from expanded responsibilities across the asset lifecycle, potentially insufficient training in strategic asset management practices, unclear role definitions that may reduce motivation, and limited involvement of staff in asset-related decision-making processes
Supporting references	Gomaa (2025), Konstantakos et al. (2024)	Kunnen et al. (2023), Wardhani et al. (2009)
Contextual	Lack of cross-departmental alignment, ineffective communication, and absence of a shared asset management culture	Poor internal communication, weak teamwork, inadequate organizational culture, interpersonal conflict, fear of failure/change, lack of cooperation and trust	The dearth of a mature asset management culture is widely acknowledged as a pervasive impediment across both the industrial and healthcare sectors, though its manifestations vary. In industrial contexts, challenges frequently arise from siloed organizational structures and a predominant focus on short-term operational efficiency. Conversely, healthcare organizations may encounter supplementary relational and psychological impediments, including constrained interdisciplinary collaboration, reluctance to adopt change, and ambiguous role ownership. These factors have the potential to hinder the development and effective implementation of an AMS
Supporting references	Rivera et al. (2022), Rodríguez-Hernández et al. (2025), Beitelmal et al. (2017)	Kunnen et al. (2023), Wardhani et al. (2009)
Structural	Inadequate data collection and lack of accessible asset information, limited human and techno-economic capacity to support asset management activities, ineffective or misaligned resource allocation	Operational pressures and lack of dedicated resources (time, funding, personnel), limited access to asset-related information, lack of focus on intangible assets, structural complexity	Although both healthcare and industry face barriers such as a lack of time, personnel, and funding, it is likely that the contextual factors, operational settings, and implications of these challenges differ significantly between the two domains
Supporting references	Konstantakos et al. (2024), Ihemegbulem and Baglee (2020), Beitelmal et al. (2017)	Kunnen et al. (2023), Rider et al. (2019), Wardhani et al. (2009)
Procedural	Lack of a planning framework (such as SAMP), lack of systems for measuring the efficiency and effectiveness of AMS implementation and operation	High administrative complexity, integrational misalignment between healthcare procedures, healthcare-specific standards and management systems, lack of dedicated implementation and evaluation framework	It is plausible that the procedural inertia affecting AMS implementation in healthcare arises from regulatory complexity, bureaucratic rigidity, and misaligned standardization practices
Supporting references	Konstantakos et al. (2024), De Villiers (2018), Nowakowski et al. (2017), Maletič et al. (2023), Beitelmal et al. (2017)	Rawshdeh et al. (2024), Kunnen et al. (2023), Rathi et al. (2022), Salem and Elwakil (2021)

Barrier category	Industrial sector	Healthcare sector	Conceptual proposition
Strategic	Under-integration of asset management into strategic planning due to operational silos and short-term cost optimization focusRequired shifts from traditional maintenance to maximizing asset value	Deficient leadership; lack of top management support; poor understanding of management system; unclear mission, vision, and objectives; weak accountability structures	While strategic barriers in industrial settings are often characterized by the low prioritization of AMS in favor of short-term operational objectives, healthcare organizations may encounter additional challenges. These factors may include a limited understanding of the strategic value of AMS, unclear organizational priorities, weak governance structures, and difficulties in integrating AMS into existing management and operational frameworks
Supporting references	Konstantakos et al. (2024), Nowakowski et al. (2017), Maletič et al. (2023), Beitelmal et al. (2017)	Johannesen and Wiig (2017), Rawshdeh et al. (2024), Wardhani et al. (2009)
Human Resources	Limited internal asset management capacity, shortage of qualified personnel, and insufficient internal training and knowledge retention	Overworked clinical and technical staff; Lack of management system-specific training among clinical/technical staff; resistance to change; lack of involvement and recognition	The implementation of AMS in healthcare is likely to involve distinct human resource challenges, such as staff overload stemming from expanded responsibilities across the asset lifecycle, potentially insufficient training in strategic asset management practices, unclear role definitions that may reduce motivation, and limited involvement of staff in asset-related decision-making processes
Supporting references	Gomaa (2025), Konstantakos et al. (2024)	Kunnen et al. (2023), Wardhani et al. (2009)
Contextual	Lack of cross-departmental alignment, ineffective communication, and absence of a shared asset management culture	Poor internal communication, weak teamwork, inadequate organizational culture, interpersonal conflict, fear of failure/change, lack of cooperation and trust	The dearth of a mature asset management culture is widely acknowledged as a pervasive impediment across both the industrial and healthcare sectors, though its manifestations vary. In industrial contexts, challenges frequently arise from siloed organizational structures and a predominant focus on short-term operational efficiency. Conversely, healthcare organizations may encounter supplementary relational and psychological impediments, including constrained interdisciplinary collaboration, reluctance to adopt change, and ambiguous role ownership. These factors have the potential to hinder the development and effective implementation of an AMS
Supporting references	Rivera et al. (2022), Rodríguez-Hernández et al. (2025), Beitelmal et al. (2017)	Kunnen et al. (2023), Wardhani et al. (2009)
Structural	Inadequate data collection and lack of accessible asset information, limited human and techno-economic capacity to support asset management activities, ineffective or misaligned resource allocation	Operational pressures and lack of dedicated resources (time, funding, personnel), limited access to asset-related information, lack of focus on intangible assets, structural complexity	Although both healthcare and industry face barriers such as a lack of time, personnel, and funding, it is likely that the contextual factors, operational settings, and implications of these challenges differ significantly between the two domains
Supporting references	Konstantakos et al. (2024), Ihemegbulem and Baglee (2020), Beitelmal et al. (2017)	Kunnen et al. (2023), Rider et al. (2019), Wardhani et al. (2009)
Procedural	Lack of a planning framework (such as SAMP), lack of systems for measuring the efficiency and effectiveness of AMS implementation and operation	High administrative complexity, integrational misalignment between healthcare procedures, healthcare-specific standards and management systems, lack of dedicated implementation and evaluation framework	It is plausible that the procedural inertia affecting AMS implementation in healthcare arises from regulatory complexity, bureaucratic rigidity, and misaligned standardization practices
Supporting references	Konstantakos et al. (2024), De Villiers (2018), Nowakowski et al. (2017), Maletič et al. (2023), Beitelmal et al. (2017)	Rawshdeh et al. (2024), Kunnen et al. (2023), Rathi et al. (2022), Salem and Elwakil (2021)

Source(s): Authors’ own work