Organizational Readiness and Change Management for Integrating NAFLD Prevention Programs into Tertiary Care Hospital OperationBackground: Non-alcoholic fatty liver disease (NAFLD) represents an increasing healthcare challenge, requiring hospitals to move
Abstract
Background: Non-alcoholic fatty liver disease (NAFLD) represents an increasing healthcare challenge, requiring hospitals to move beyond clinical management toward systematic prevention. However, successful integration of prevention programs depends on organizational readiness and effective change management.
Objective: This study examined organizational readiness for integrating NAFLD prevention programs into tertiary-care hospital operations, focusing on leadership support, change management capability, and organizational resources.
Methods: A quantitative, cross-sectional study was conducted among 200 healthcare professionals and relevant hospital staff. Data were collected using a structured questionnaire employing five-point Likert-scale measures. Spearman correlation analysis was used to examine associations among study variables, while multiple linear regression assessed the contribution of leadership support, change management capability, and organizational resources to organizational readiness.
Results: Organizational readiness demonstrated strong positive correlations with leadership support (ρ = .738, p < .001) and change management capability (ρ = .722, p < .001), while organizational resources showed a weaker but significant association (ρ = .296, p < .001). The regression model explained 60.0% of the variance in organizational readiness. Leadership support was the strongest significant predictor (β = .508, p < .001), followed by change management capability (β = .305, p < .001). Organizational resources did not demonstrate a significant independent contribution (β = .009, p = .855).
Conclusion: Organizational readiness for NAFLD prevention is strongly associated with leadership commitment and change-management capability. Hospitals should prioritize leadership engagement and structured change-management processes when integrating NAFLD prevention into routine operations
