Date of Conferral

11-13-2025

Date of Award

November 2025

Degree

Doctor of Information Technology (D.I.T.)

School

Information Systems and Technology

Advisor

Patrick Mensah

Abstract

The problem addressed in this study is that some health care information technology (IT) leaders lack strategies to leverage dynamic capabilities to drive strategic renewal and expected outcomes, constraining health care access, quality, and cost improvements. Grounded in the Dynamic Capabilities Framework for Digital Transformation, this pragmatic qualitative study explored strategies that some IT leaders in health care systems use to leverage dynamic capabilities for digital transformation. The study conducted six semistructured interviews with senior IT leaders in U.S. provider-based health care systems with at least five years of strategic leadership experience, triangulated data with publicly available documents, and applied thematic analysis to generate codes and themes. The study identified three themes—digital sensing, digital seizing, and digital transformation—and delineated 57 subthemes (strategies) that drive strategic renewal and expected outcomes. Based on these findings, the study recommends that health care executives prioritize developing these capabilities within senior IT leadership teams. These conclusions show that capability-driven strategies enable IT leaders to translate technology investments into improved access, care quality, and financial resilience. The implications for positive social change include the potential for health care IT leaders to design and implement digital transformation strategies that enhance clinicians’ and staff members’ work environments, broaden patients’ equitable access to timely, affordable, high-quality care, and strengthen the financial resilience of community health systems that provide essential services and local employment.

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