Information Technology Resource Management Strategies and Organizational Performance in Kenya’s HIV Program.

Abstract

The expansion of digital health systems has reshaped the operational architecture of HIV service delivery, particularly in donor-funded programs navigating fiscal transition and performance accountability pressures. While substantial investments have been made in electronic medical records, reporting platforms, and data surveillance systems, limited empirical evidence exists on how the strategic management of these digital resources influences organizational performance. This study examined the effect of Information Technology Resource Management (ITRM) strategies on the performance of donor-funded HIV programs in Kenya. A cross-sectional mixed-methods design was employed, with quantitative data collected from 285 program managers and IT personnel across non-governmental implementing organizations, complemented by qualitative insights to contextualize governance practices. Simple linear regression analysis demonstrated a statistically significant positive relationship between ITRM and organizational performance (β = 0.4117, p < 0.001). The model explained 18% of the variance in performance outcomes (R² = 0.1800), indicating that IT governance constitutes a meaningful, though not exclusive, determinant within complex health systems. Descriptive findings revealed relative strengths in cybersecurity protocols (mean = 3.51) and automated reporting (mean = 3.38), contrasted by weaker performance in interoperability (mean = 2.76) and continuous IT capacity building (mean = 2.88). The findings suggest that while digital infrastructure is operationally established, governance integration remains uneven. Strengthening interoperability, lifecycle management, and institutional IT capacity may enhance organizational responsiveness as HIV programs transition toward greater domestic sustainability.