Digital health change has now become a strategic priority in the world health care system, but it has been indicated that investing in technology does not guarantee a better outcome in healthcare. Efforts that are made at the organisational and managerial levels are critical determinants of whether the digital health initiatives will deliver anything significant. The purpose of this research was to investigate how a change management affects the work of digital healthcare on the example of a knowledge transfer mediator, and the evidence accessible and applicable in large healthcare systems, i. e. Saudi Arabia was considered. A qualitative systematic review approach was chosen with the help of the Preferred Reporting Items Systematic reviews and meta-analyses (PRISMA) framework. The systematic search through five academic databases revealed 200 records out of which 20 qualitative and mixed-method studies that were peer-reviewed were incorporated in the eventual synthesis. The results demonstrate that the core of the successful use of digital health implementation relates to the transformational leadership and organized change management practices. Nevertheless, they have a significant indirect effect on the digital healthcare performance, and this effect happens due to effective knowledge transfer mechanisms. Knowledge transfer can assist healthcare professionals to gain, exchange and implement digital competencies which creates a process of embedding digital tools into common clinical and organisational practice. This review finds that digital healthcare performance is the product of the synergy between leadership, change management, and knowledge transfer instead of technology. The implications that these findings could have on healthcare leaders and policymakers are significant, and the change management and organizational learning institutionalization must be put into place with the digital health strategies in ingrained in order to create sustainability in improvement of performance.