Strategic Intelligence Practices and Performance of Faith-Based Hospitals in Kiambu County, Kenya

Abstract

Despite accounting for 60% of healthcare delivery in Kenya, faith-based hospitals face sustainability challenges that threaten their ability to continue offering care. This has led to policy maker raising urgent questions about how strategic intelligence practices might improve their performance. This study looked at how strategic intelligence—specifically risk assessment, competitor analysis and intelligence gathering—influenced hospital performance in faith based facilities within Kiambu County, Kenya. Leadership style was postulated to serve as a mediating variable. The objectives of the study were to evaluate the effect of each of the SI constructs on performance of the sampled hospitals. In this study, resource based view theory was used as the anchor theory and supplemented by dynamic capabilities theory, leader member theory and balanced scorecard framework. A convergent mixed-method design which involves integrating quantitative and qualitative approaches was utilized. The study targeted 80 respondents drawn from 20 facilities within the county. The respondents were stratified along their management level. Data collection tools included structured questionnaires for quantitative data and semi-structured interviews for qualitative insights. A pre-test of the data collection tools was done to determine their reliability and validity. Content and face validity was done by four experts while reliability analyses gave a Cronbach alpha values of 0.8 - 0.9 confirming their internal consistency. Data obtained in this study were analysed using descriptive statistics to summarize key trends and inferential statistics to explore relationships among variables. Qualitative data was transcribed and grouped into themes and presented using word bubble and direct quotations. Quantitative data has been presented using tables and charts. This study offers contributions by generating actionable recommendations to improve the performance of faith-based hospitals. Quantitative analysis of the study showed that strategic intelligence practises correlated positively with performance. Risk assessment had the highest correlation (r=0.868) as well as the strongest regression coefficient (β = 0.382). Leadership style partially mediated the relationship between strategic intelligence practices and performance. Qualitative data collaborated well with quantitative part demonstrating how the hospitals embraced strategic intelligence practices. The findings underscore the necessity of policy makers and administrators integrating strategic intelligence into the healthcare governance. Further research work ought to explore inter-sectorial differences in SIP uptake while utilizing actual financial data.