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Organizational transformation is a topic of increased interest for academics and practitioners alike, especially in light of the various socio-technical developments associated with digitalization. Largescale transformation initiatives often do not lead to the desired outcomes and fall short of their full potential primarily due to their inherent complexity. Intending to provide guidance for transformation projects, we set out to extend the work system theory - an established theory for representing and analyzing the design and evolution of organizational systems. In the framework of elaborated action design research, we performed a literature search before leveraging an extensive project database and conducting a series of interviews to develop and iteratively improve the research artifact. The resulting work system transformation method builds on the work system theory as well as the work system method and provides guidance in structuring and conducting work system transformation initiatives. Our results include a set of work system transformation principles backed by exemplary good practices and tools. Our work extends the existing literature on work systems and provides a holistic method to structure and perform large-scale transformation initiatives. [ABSTRACT FROM AUTHOR]

As instrumental healthcare institutions providing high quality patient care, hospitals are currently facing multiple challenges ranging from pressure to reduce costs to a rapidly increasing elderly population. From a process perspective hospitals feature support and management processes, which enable the core process of providing patient care. One of the most crucial process areas -- bed management -- refers primarily to logistics processes related to the physical beds in hospitals. However, these are closely intertwined with diverse management and support processes (e.g., occupancy management). In order to conceptualize bed management as a process area from a holistic perspective, we develop a capability framework based on a thorough literature review as well as subsequent evaluation of the framework's relevance, completeness, and practical applicability in two German hospitals. The capability framework includes 30 capabilities grouped into six overarching capability areas. It suggests that efficient and effective bed management is predicated on pooling organizational resources from various organizational units and functional areas. Our work serves as a foundation for the development of a respective maturity model. It enables practitioners to systematically manage capabilities related to bed management and supports them in deriving roadmaps, conducting fit/gap analyses, and prioritizing topics, while accounting for the hospital-specific context. [ABSTRACT FROM AUTHOR]