Digital Transformation: Enabling Change Management Strategies and Performance for Nonprofit Organizations in Kenya
Abstract
This study examines the role of digital transformation as a strategic enabler of change management and performance in nonprofit organizations (NPOs). In resource‑constrained environments the organizations face continual challenges that include donor dependency, funding volatility and weak institutional capacity, and this makes adaptability and resilience critical. Drawing from the Technology Infusion Model and Dynamic Capabilities Theory, the research employed a mixed-methods cross-sectional design. 368 questionnaires were distributed to registered nonprofit organizations, and 261 valid responses were obtained with both qualitative and quantitative, which was a 71% response rate. A pilot test involving 37 respondents examined the tool’s validity and reliability. Chi square analysis was used to determine the relationship between variables. Study results reveal that ICT adoption enhances efficiency and accountability, while automation supports process innovation and adaptability, data‑driven practices strengthen decision‑making and stakeholder trust. Change management strategies of leadership capacity building, Capability reconfiguration, stakeholder engagement, and communication strategies were amplified when supported by ICT adoption and data analytics. The study concludes that digital transformation strategies are critical enablers of strategic adaptability and resilience in nonprofits. Based on the results, the study recommends that policymakers and nonprofit leaders prioritize digital integration to strengthen sustainability and performance in resource‑scarce contexts.
Keywords: Digital Transformation, ICT Adoption, Automation, Data‑Driven Practices, Change Management; Nonprofit Organizations, Strategic Adaptability, Organizational Resilience; Kenya
References
Abed Alhameed, A. A., & Emeagwali, O. L. (2026). Strategic digital leadership for sustainable transformation: The roles of organizational agility, digitalization, and culture in driving superior performance. Sustainability, 18(2), 837.
Abedin, B. (2022). Managing the tension between opposing effects of explainability of artificial intelligence: A contingency theory perspective. Internet Research, 32(2), 425–453. https://doi.org/10.1108/INTR-05-2020-0300
Alessa Saad, G. (2021). The dimensions of transformational leadership and its organizational effects in public universities in Saudi Arabia: A systematic review. Frontiers in psychology, 12, 682092.
Alonazi, A. (2021a). Effectiveness and Acceptability of Telerehabilitation in Physical Therapy during COVID-19 in Children: Findings of a Systematic Review. Children, 8(12), 1101. https://doi.org/10.3390/children8121101
Atobishi, T., Moh’d Abu Bakir, S., & Nosratabadi, S. (2024). How Do Digital Capabilities Affect Organizational Performance in the Public Sector? The Mediating Role of the Organizational Agility. Administrative Sciences, 14(2), 37. https://doi.org/10.3390/admsci14020037
Bălăcescu, A., Pătrașcu, A., & Tănăsescu, A. (2023). Analysis of Disparities in Internet Purchases by Individuals at the EU State Level. Electronics, 12(4), 982. https://doi.org/10.3390/electronics12040982
Banerjee, D. (2025). Accelerating Business Transformation of Enterprises by leveraging SAP.
Ceipek, R., Hautz, J., De Massis, A., Matzler, K., & Ardito, L. (2021). Digital Transformation Through Exploratory and Exploitative Internet of Things Innovations: The Impact of Family Management and Technological Diversification*. Journal of Product Innovation Management, 38(1), 142–165. https://doi.org/10.1111/jpim.12551
Cheruiyot, S. K., Kihara, P., & Mugambi, H. (2026). Influence of Strategic Planning Practices on Performance Outcomes in Health Sector NGOs in Kenya. Journal of Strategic Management and Innovation (JSMI), 3(2), 1-18.
Chepkemoi, J., & Musembi, A. (2024). Stakeholder management and implementation of ngo’s projects in Nairobi county.
Daily Nation. (2024, May 16). Kenya deregisters 2,802 NGOs over non-compliance. Nation Media Group. Retrieved from https://nation.africa
Dube, B., Nkomo, D., & Thokweng, M. A. (2024a). Pragmatism: An Essential Philosophy for Mixed Methods Research in Education. International Journal of Research and Innovation in Social Science, VIII(III), 1001–1010. https://doi.org/10.47772/IJRISS.2024.803073
Feroz, A. K., Zo, H., & Chiravuri, A. (2021). Digital transformation and environmental sustainability: A review and research agenda. Sustainability, 13(3), 1530.
Hair, J. F., Gabriel, M., & Patel, V. (2014). AMOS Covariance-Based Structural Equation Modeling (CB-SEM): Guidelines on Its Application as a Marketing Research Tool (SSRN Scholarly Paper No. 2676480). Social Science Research Network. https://papers.ssrn.com/abstract=2676480
Joshi, D. K., Hughes, B. B., & Sisk, T. D. (2015). Improving Governance for the Post-2015 Sustainable Development Goals: Scenario Forecasting the Next 50 years. World Development, 70, 286–302. https://doi.org/10.1016/j.worlddev.2015.01.013
Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation. MIT Sloan management review.
Karauri, L. G., & Kyongo, J. (2024). Impact of Effective Leadership on Organisational Performance: an empirical investigation. Open Journal of Leadership, 13(1), 30-38.
Khodayari-Zarnaq, R., Ghasemyani, S., Mobasseri, K., Naghshi, M., & Kabiri, N. (2025). Challenges for health workforce in the Iranian healthcare system: A scoping review. BMC Health Services Research, 25(1), 1361. https://doi.org/10.1186/s12913-025-13167-w
Koske, T. C., & Munjuri, M. G. (2023). Influence of Transformational Leadership on Change Management in the County Governments in Kenya. European Journal of Business and Management Research, 8(1), 326-335.
Kujala, J., Sachs, S., Leinonen, H., Heikkinen, A., & Laude, D. (2022). Stakeholder Engagement: Past, Present, and Future. Business & Society, 61(5), 1136–1196. https://doi.org/10.1177/00076503211066595
Lehtinen, J., & Aaltonen, K. (2024). Community stakeholders’ online engagement in infrastructure projects: a theory-testing single-case study. Construction Management and Economics, 42(8), 758-786.
Levitt, H. M., Morrill, Z., Collins, K. M., & Rizo, J. L. (2021). The methodological integrity of critical qualitative research: Principles to support design and research review. Journal of Counseling Psychology, 68(3), 357–370. https://doi.org/10.1037/cou0000523
Lindstrom, P. (2025). Purpose at Work: How Purpose and Innovation Drive Transformational Change. Taylor & Francis.
Marangunić, N., & Granić, A. (2015). Technology acceptance model: a literature review from 1986 to 2013. Universal access in the information society, 14(1), 81-95.
Mathiassen, M. H., & Krivokapic, M. (2023). Navigating Change with Agile Leadership: Key Factors for Sustained Organizational Success.
Michelotto, F., & Joia, L. A. (2024). Organizational Digital Transformation Readiness: An Exploratory Investigation. Journal of Theoretical and Applied Electronic Commerce Research, 19(4), 3283–3304. https://doi.org/10.3390/jtaer19040159
Mubarak, M. F., & Yusoff, W. F. W. (2019). Impact of strategic leadership on strategy implementation. British Journal of Management and Marketing Studies, 2(1), 32-43.
Mudachi, E. K., & Nderi, C. (2023). Organizational Culture and Organization Performance in Africa Economic Research Consortium. Journal of Strategic Management, 3(1), 11-20.
Mungai, H., & Wabuyabo-Okonga, B. (2021). Effect of Corporate Training on Performance of International Non-Governmental Organisations in Kenya (SSRN Scholarly Paper No. 3917536). Social Science Research Network. https://papers.ssrn.com/abstract=3917536
Musyoka, M. N., Arasa. R, Ombuki. C. (2023). Porter’s Generic Competitive Strategies, Alliance Partnerships and Performance of Mobile Telephone Network Service Providers in Kenya (Doctoral dissertation, MksU Press).
Mutua, E. M. (2026). Giving cultures the chance to speak to and with each other: reimagining African communication through philosophical foundations. Journal of Multicultural Discourses, 21(2), 257-266.
Mwangi, G. R., Njoka, J., Kimosop, M., & WakasaMurumba, J. (2023). Evaluation of ICT Integration in Performing Administrative Functions In Technical Training Institutions In Nyeri and Nairobi Counties, Kenya. 6(8).
Nasrun, M. K., Susilo, H., & Afrianty, T. W. (2025). Accelerating digital transformation through digital leadership: strategies for innovation, sustainability, and organisational performance enhancement. BISMA (Bisnis dan Manajemen), 264-291.
Ndulu, B., Joseph, C., & Tryphone, K. (2021). Fiscal regimes and digital transformation in Sub-Saharan Africa. Digital Pathways at Oxford Paper Series, 11, 2021-03.
Ng’ong’a, M. (2024). Factors affecting adoption of e-government project management system by contractors in Nairobi (Doctoral dissertation, ANU).
Onuoha, R., & Gillwald, A. (2022). Digital Taxation: can it contribute to more just resource mobilisation in post-pandemic reconstruction. Africa Portal.
Paul, L. Y., Jemaiyo, B., & Eng’airo, P. (2025). The Role of Strategic Leadership on The Performance of the County Governments in Kenya. International Journal of Business and Management Review, 13(1), 85–98. https://doi.org/10.37745/ijbmr.2013/vol13n18598
Qiao, G., Li, Y., & Hong, A. (2024). The Strategic Role of Digital Transformation: Leveraging Digital Leadership to Enhance Employee Performance and Organizational Commitment in the Digital Era. https://www.mdpi.com/2079-8954/12/11/457
Richardson, J. T. (2005). Instruments for obtaining student feedback: A review of the literature. Assessment & evaluation in higher education, 30(4), 387-415.
Rwigema, P. C. (2021). Impact of Covid-19 lockdown on food security in Rwanda. The Strategic Journal of Business & Change Management, 8(1), 899-925.
Saunders, M., Thornhill, A., & Lewis, P. (2019a). Research methods for business students (Eigth Edition). Pearson.
Swaroop, D. S., Mahajan, M., Mishra, R. K., & Tripathy, D. D. B. (2015). Research Methodology: Principles, Methods And Techniques. AG PUBLISHING HOUSE (AGPH Books).
Tabrizi, B., Lam, E., Girard, K., & Irvin, V. (2019). Digital transformation is not about technology. Harvard business review, 13(March), 1-6.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533.
Theodore Armand, T. P., Carole, K. S., Bhattacharjee, S., Islam Mozumder, M. A., Amaechi, A. O., & Kim, H.-C. (2024). The Benefits of Integrating AI, IoT, and Blockchain in Healthcare Supply Chain Management: A Multi-Dimensional Analysis with Case Study. 2024 26th International Conference on Advanced Communications Technology (ICACT), 300–304. https://doi.org/10.23919/ICACT60172.2024.10471990
Tsokota, T., Masevo, B., Guvhu, R., & Mutongi, C. (2025). Digital strategies against corruption: opportunities and challenges in Zimbabwe. SN Social Sciences, 5(12), 218.
Ufua, D. E., Emielu, E. T., Olujobi, O. J., Lakhani, F., Borishade, T. T., Ibidunni, A. S., & Osabuohien, E. S. (2021). Digital transformation: A conceptual framing for attaining Sustainable Development Goals 4 and 9 in Nigeria. Journal of Management & Organization, 27(5), 836-849.
NPOs Regulatory Authority. (2024, May 15). Notice of deregistration of non-compliant NGOs under the NPOs Act, 2013. Government of Kenya Gazette.
Wahome, M. N. (2023). Fabricating Silicon Savannah: The Making of a Digital Entrepreneurship Arena of Development. Springer Nature.
Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Press.
Wiebe, M. J. (2025). Exploring the Effects of the COVID-19 Pandemic on the Biblical Organizational Culture of a K-12 School in Kansas.
Winowiecki, L. A., Linden, H., Alexander, S., Tobella, A., & Campari, J. (2025, June 3). Multistakeholder Engagement to Scale Soil Health Globally: The Coalition of Action 4 Soil Health—Winowiecki—2025—European Journal of Soil Science—Wiley Online Library. https://bsssjournals.onlinelibrary.wiley.com/doi/full/10.1111/ejss.70128
