پیوندهای مفید
آمار
| تعداد نشریات | 21 |
| تعداد شمارهها | 667 |
| تعداد مقالات | 9,730 |
| تعداد مشاهده مقاله | 69,216,892 |
| تعداد دریافت فایل اصل مقاله | 48,538,842 |
The role of key factors in the success of Iran's banking digital transformation model, case study: The country's specialized banks | ||
| International Journal of Nonlinear Analysis and Applications | ||
| مقاله 26، دوره 15، شماره 10، دی 2024، صفحه 323-343 اصل مقاله (1.58 M) | ||
| نوع مقاله: Research Paper | ||
| شناسه دیجیتال (DOI): 10.22075/ijnaa.2023.31136.4574 | ||
| نویسندگان | ||
| Adel Neyestani1؛ Alireza Derakhshan* 2؛ Qanbar Abbaspour Esfadan3؛ Ashraf Shah Mansouri3 | ||
| 1Department of Management, South Tehran Branch, Islamic Azad University, Tehran, Iran | ||
| 2Department of Information Technology Management, South Tehran Branch, Islamic Azad University, Tehran, Iran | ||
| 3Department of Industrial Management, South Tehran Branch, Islamic Azad University, Tehran, Iran | ||
| تاریخ دریافت: 14 تیر 1402، تاریخ پذیرش: 17 شهریور 1402 | ||
| چکیده | ||
| Digital transformation shows that digital technology integration provides opportunities for cost-effective businesses and increases customer satisfaction. Therefore, this has gained importance in the banking industry with the presence of new competitors and the complexity of economic variables and social needs. In the age of information and communication technology, the specialized banks of Iran's senior managers face challenges caused by the deficiency of attitude and necessary attention to the banking processes' digitalization effects and consequences in our country as a process to help create value and banking system transformation for achieving higher performance. Therefore, this article identifies the factors affecting the specialized banks of Iran's digital transformation to enable managers of this competitive industry to improve the customer experience by using emerging technologies. The statistical population included 11 prominent experts and specialists who are familiar with the specialized banks' banking system developments and based on the qualification conditions in the panel of experts, and all were considered as a statistical sample. Also, the fuzzy Delphi technique was used to analyze the collected data and identify and extract factors of digital transformation. First, a list of 124 relevant and frequently adopted digital transformation components, indicators, and dimensions were extracted from the theoretical literature, followed by determining their significance through a questionnaire, and the expert panel opinions. As a result, the number of components was reduced to 43 items. Again, by using the fuzzy Delphi questionnaire, the experts’ opinions were collected in two stages and analyzed and reached a final consensus. The results showed that 42 components and 11 related indicators were effective and confirmed in the digital transformation of Iran's specialized banks, and the component "starting B2B and B2C businesses" was not confirmed either. Other results also showed that the "Information Technology Risk Mechanism" and "Investment on startups" components were the most important and the least important dimensions, respectively. Moreover, this is an applied descriptive survey with an exploratory approach. | ||
| کلیدواژهها | ||
| Digital Transformation؛ Digital Banking؛ Specialized Banks | ||
| مراجع | ||
|
[1] Q. Abbaspour Esfaden, Application of Decision Making Theory in Management and Enginee Ring (Classical and Fuzzy) with a thesis writing approach, Asatid Bartar Publisher, 2021. [2] S. Ahmed and S. Sur, Change in the uses pattern of digital banking services by Indian rural MSMEs during demonetization and Covid-19 pandemic-related restrictions, Vilakshan-XIMB J. Manag. 20 (2021), no. 1. [3] M. Amini, M. Hassanzadeh, and M. Morshedi, An improved methodology for digital transformation of business model, Sci. Tech. Inf. Manag. 8 (2022), no. 1, 393–426. [4] E. Asadamerji, A. Mohammadian, A. Rajabzadeh Qatari, and M. Shoar, Presenting the maturity model of the digital transformation capability using the hybrid method: the case study of pharmaceutical companies, Inf. Manag. J. 5 (2019), no. 2, 48–69. [5] S. Bashir, The evolution of customer relationship management in the digital age and its impact on banks, J. Glob. Soc.-Econ. Dyn. 3 (2021), no. 28. [6] S. Berghaus and A. Back, Stages in digital business transformation: results of an empirical maturity study, Mediterr. Conf. Inf. Syst. (MCIS), 22 (2016), pp. 1–17. [7] C.E. Bouee and S. Schaible, Die Digitale Transformation der Industrie. Roland Berger Strategy Consultants und Bundesverband der Deutschen Industrie e. V., Berlin, Roland Berger Strategy Consultants, 2021. [8] C. Boulton, What is digital transformation? A necessary disruption, https://www.cio.com/article/3211428/whatis-digital-transformation-a-necessary-disruption.html, 2020. [9] F. Brunetti, D.T. Matt, A. Bonfanti, A. De Longhi, G. Pedrini, and G. Orzes, Digital transformation challenges: strategies emerging from a multi-stakeholder approach, TQM J. 32 (2020), no. 4, 697–724. [10] J. Buvat and S. KVG, Doing business the digital way: how capital one fundamentally disrupted the financial services industry, Capgemini Consulting, Available at: https://www.capgemini.com, 2014. [11] J. Buvat, B. Solis, C. Crummenerl, C. Aboud, K. Kar, H. El Aoufi, and A. Sengupta, The digital culture challenge: closing the employee-leadership gap, Capgemini Digital Transformation Institute Survey, 2017 (2017), 1–32. [12] Capgemini Consulting, Digital transformation: A roadmap for billion-dollar organizations, MIT Center for digital business and Capgemini consulting, Available at: https://www.capgemini.com, 2017. [13] A. Coskun-Setirek and Z. Tanrikulu, Digital innovations-driven business model regeneration: A process model, Technol. Soc. 64 (2021). [14] S. DeLaCastro, A. Vaidyanathan, and S. Karthik, Digital Marketing in Banking: Evolution and Revolution, Cognizant Inc., 2016. [15] R. Dornberger, New Trends in Business Information Systems and Technology: Digital Innovation and Digital Business Transformation, Springer Nature, 2020. [16] G. Elia, A. Margherita, and G. Passiante, Digital entrepreneurship ecosystem: How digital technologies and collective intelligence are reshaping the entrepreneurial process, J. Technol. Forecast. Soc. Change 150 (2020), 119–129. [17] Y. Eremina, N. Lace, and J. Bistrova, Digital maturity and corporate performance: The case of the Baltic states, J. Open Innov.: Technol. Market Complexity 5 (2019), no. 3, 54. [18] M. Gadre and A. Deoskar, Industry 4.0–digital transformation, challenges and benefits, Int. J. Future Gen. Commun. Network.13 (2020), no. 2, 139–149. [19] A. Habibi, A. Sarafrazi, and S. Izadyar, Delphi technique theoretical framework in qualitative research, Int. J. Eng. Sci. 3 (2014), no. 4, 8–13. [20] A.A. Haddadi Harandi, M. Rezai Fard, and S. Esmaili, Digital transformation maturity model, fields and research trends in Iran, Digital Transform. J. 2 (2021), no. 2, 43–72. [21] M. Hosseini Nasab, M. Shami Zanjani, and A. Qalipour, Presenting the competence model of the chief digital manager as the ruler of digital transformation in the organization, J. Inf. Process. Manag. 36 (2021), no. 3, 835–860. [22] D. Hubbard and D. Evans, Problems with scoring methods and ordinal scales in risk assessment, IBM J. Res. Dev. 54 (2010), no. 3, 1–10. [23] IBM, The paradox of banking 2015: Achieving more by doing less, Available at: https://thebankwatch.com, 2015. [24] M. Jaubert, S. Marcu, M. Ullrich, J.B. Malbate, and R. Dela, Going Digital: The Banking Transformation Roadmap, AT Kearney, 2014. [25] E. Karimi, M. Shami Zanjani, M. Kiamsi, and A. Hasanzadeh, Designing a framework to improve the customer’s digital experience in Internet banking, Bus. Manag. Persp. 18 (2019), no. 4. [26] G. Kelly, The Digital Revolution in Banking, Washington DC: Group of Thirty Publications, 2014. [27] R. Likert, A technique for the measurement of attitudes, Arch. Psychol. 22 (1932), no. 140. [28] S.K. Manakandan, Pesticide applicators questionnaire content validation: A fuzzy Delphi method, Med. J. Malaysia, 4 (2017), no. 72, 228–235. [29] E. Martınez-Caro, J.G. Cegarra-Navarro, and F.J. Alfonso-Ruiz, Digital technologies and firm performance: The role of digital organisational culture, Technol. Forecast. Soc. Change 154 (2020), 119962. [30] D.T. Matt, V. Modrak, and H. Zsifkovits, Industry 4.0 for SMEs: Challenges, Opportunities and Requirements, Springer Nature, 2020. [31] I. Mergel, N. Edelmann and N. Haug, Defining digital transformation: Results from expert interviews, Government Inf. Quart. 36 (2019), no. 4. [32] Ministry of Economic Affairs and Finance, Future banking and digital transformation; The policy approach and establishment framework based on the smart economy paradigm of the Vice-Chancellor of banking, insurance and state companies, Ministry of Economic Affairs and Finance, 2019. [33] S. Moradi and S. Keshmiri, Preparing to lead digital transformation in schools, School Manag. 9 (2021), no. 2, 387–415. [34] M. Nouri, M. Shah Hoseini, M. Shami Zanjani, and B. Abedin, Designing a conceptual framework for leading digital transformation in Iranian companies, J. Manag. Plann. Educat. Syst. 12 (2019), no. 2, 211–242. [35] S. Oyarhossein, A. Toloui Ashlaqi, R. Radfar, and A. Pour Ebrahimi, Digital transformation in corporate banking: theoretical approach and behavioral analysis, Sci. Res. Quart. J. Invest. Knowledge, 11 (2022), no. 44, 603–630. [36] PWC, Retail banking 2020 evolution or revolution, https://www.pwc.com/gx/en/bankingcapitalmarkets/banking-202.assets/pwc-retail-banking-2020-evolution-orrevolution.pdf, 2020. [37] M. Qeshlaghi, Evaluating the quality of electronic banking services using the combination of Fuzzy Delphi hierarchical process (F.D.AHP) and Fuzzy TOPSIS (F.TOPSIS) methods, a case study: Tehran Post Bank branches, Bus. Manage. J. 43 (2018). [38] B. Robinson, C. McGinnis, and M. Leyva, Shifting sands: banking in the digital era, Temenos and Capgemini, Available at: https://www.temenos.com, 2015. [39] D. Savic, Digital transformation and grey literature professionals, Grey J. 16 (2020), 11–17. [40] N. Shafeian, M. Aghaei, N. Gharibnavaz, and B. Banimahd, Designing and explaining local digital marketing model in the Iranian banking system, Quart. J. Brand Manag. 7 (2020), no. 3, 15–53. [41] V. Shahabi, A. Azar, F. Faizi Razi, and M.F. Falah Shams, Modeling the impact of covid-19 virus pandemic on the acceptance and development of digital banking, Consumer Behav. Stud. 8 (2021), no. 2, 92–113. [42] C. Skinner, Digital bank: Strategies to Launch or Become a Digital Bank, Marshall Cavendish Business, Singapore: Marshall Cavendish, 2014. [43] F. Soheili and N. Malekian, The study mental health in the type of virtual communication and providing a model for social network users, New Media Stud. 6 (2020), no. 23, 169–203. [44] M. Soltani and D. Tahmasabi Aghbalaghi, Explaining the role of Tejarat Bank’s strategic partnership with fintechs in efficiency through the mediation of technological developments and digital banking, Bus. Manag. 12 (2019), no. 3, 800–832. [45] A. Tajerlo, M. Ansari, A. Divandari, and M. Kimasi, Designing a new product development framework with a digital banking approach (case study: Mellat Bank, Ind. Manag. 13 (2021), no. 4, 559–579. [46] C. Tonder, C. Schachtebeck, C. Nieuwenhuizen, and B. Bossink, A framework for digital transformation and business model innovation management, J. Contemp. Manag. Issues 25 (2020), no. 2, 111–132. [47] C. TorresVila, Looking ahead: digital banking, London, BoAML banking and insurance CEO conference, Available at: https://shareholdersandinvestors.bbva.com, 2014. [48] S. Tripathi, Determinants of digital transformation in the post-Covid-19 business world, JRDO-J. Bus. Manag. 7 (2021), no. 6, 75–83. [49] G. Vial, Understanding digital transformation: A review and a research agenda, J. Strat. Info. Syst. 28 (2019), no. 2, 118–144. [50] G. Westerman, C. Calmejane, D. Bonnet, P. Ferraris, and A. McAfee, Digital transformation: A roadmap for billion-dollar organizations, MIT Center Digital Bus. Capgemini Consul. 1 (2011), 1–68. [51] S. Zamani, The relationship between the dimensions of electronic banking, customer experience and financial performance through the mediating role of customer satisfaction and loyalty in branches of Mellat bank of Gilan province, Quart. J. New Res. Approach. Manag. Account. 3 (2018), no. 19. | ||
|
آمار تعداد مشاهده مقاله: 672 تعداد دریافت فایل اصل مقاله: 658 |
||