دانلود مقاله آمادگی سازمانی برای نوآوری مالی دیجیتالی
خلاصه
1. مقدمه
2. پشتوانه نظری
3. مدل و فرضیه تحقیق
4. روش تحقیق
5. تجزیه و تحلیل نتایج
6. بحث و نتیجه گیری
منابع مالی
اعلامیه منافع رقابتی
ضمیمه A. سوابق و پیامدهای دیجیتال
پیوست B. مطالعات انتخابی در مورد رابطه بین عوامل سازمانی و نوآوری های مرتبط با فناوری
ضمیمه C. اندازه گیری سازه، تجزیه و تحلیل توصیفی و آزمون های نرمال
منابع
Abstract
1. Introduction
2. Theoretical underpinning
3. Research model and hypothesis
4. Research methodology
5. Analysis of results
6. Discussion and conclusion
Funding
Declaration of competing interest
Appendix A. Antecedents and consequences of Digital
Appendix B. Selective Studies on the relationship between organizational factors and technology related innovations
Appendix C. Construct measurement, descriptive analysis and normality tests
References
چکیده
استفاده از نوآوری های مالی دیجیتالd (DFIs) در شرکت ها به دلایل عرضه یا تقاضا گسترده شده است. تحقق موفقیت آمیز DFI ها مستلزم تحول دیجیتالی سازمان ها است. تا به امروز، به ندرت مطالعه ای وجود ندارد که در مورد سوابق سازمانی یا استراتژیک DFIs در سازمان ها بحث کند. این مطالعه از تئوری های آمادگی سازمانی و همسویی استراتژیک برای درک اینکه چگونه ابعاد مختلف آمادگی سازمانی (ظرفیت تغییر، اثربخشی تغییر و عوامل زمینه ای) بر DFI ها تأثیر می گذارد و استفاده می کند. این مطالعه همچنین از تأثیر تعدیل فناوری دیجیتال - همسویی استراتژی کسب و کار بر رابطه بین آمادگی سازمانی و DFIها خبر می دهد. ما دریافتیم که اثربخشی تغییر سازمان (شامل آمادگی منابع، آمادگی فناوری اطلاعات و آمادگی شناختی) و عوامل زمینه‌ای (شامل آمادگی فرهنگ، آمادگی استراتژیک و آمادگی مشارکت) به طور مثبت بر DFIها تأثیر می‌گذارد. با این حال، هیچ حمایتی برای اثر تعدیل فناوری دیجیتال - استراتژی کسب و کار یافت نشد. ما همچنین دریافتیم که DFIها به طور مثبت بر عملکرد مالی و انعطاف پذیری شرکت ها (استحکام و سازگاری) تأثیر می گذارند. نتایج برای پزشکان و نظریه پردازان آموزنده است. برای شاغلین، این مطالعه نشان می‌دهد که تحقق DFI در سازمان‌ها نیازمند پیکربندی مجدد و انعطاف‌پذیری منابع، فناوری اطلاعات، استراتژی، همکاری‌ها و فرهنگ سازمانی است. علاوه بر این، DFI ها انعطاف پذیری مالی را برای شرکت ها برای جذب شوک های مالی ارائه می دهند. برای نظریه پردازان، یک یافته مهم این است که در زمینه اقتصاد در حال توسعه، همسویی فناوری دیجیتال - استراتژی کسب و کار نقش تعدیل کننده ای در تحقق DFI ها ایفا نمی کند که ممکن است در اقتصادهای توسعه یافته اینطور نباشد و شایستگی تحقیقات بیشتر را دارد.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
The use of digital financial innovations (DFIs) in firms is widespread for supply or demand reasons. Successful realization of DFIs requires a digital transformation of the organizations. To date, there is hardly any study that discusses the organizational or strategic antecedents of DFIs in organizations. This study uses the organizational readiness and strategic alignment theories to understand how various dimensions of organizational readiness (change valence, change efficacy, and contextual factors) influence DFIs. The study also informs about the moderation effect of digital technology – business strategy alignment on the relationship between organizational readiness and DFIs. We find that the organization's change efficacy (comprising of resource readiness, IT readiness, and cognitive readiness) and contextual factors (comprising of culture readiness, strategic readiness, and partnership readiness) positively influence DFIs. However, no support is found for the moderation effect of digital technology – business strategy. We also find that DFIs positively impact the firms' financial performance and resilience (robustness and adaptability). The results are informative for practitioners and theoreticians. For practitioners, the study informs that realizing DFIs in organizations requires reconfigurability and flexibility of resources, IT, strategy, collaborations, and organization culture. Moreover, DFIs offer financial resilience to the firms to absorb financial shocks. For theoreticians, one crucial finding is that in a developing economy context, digital technology – business strategy alignment does not play a moderation role in realizing DFIs, which may not be the case in the developed economies and merits further research.
Introduction
Digital financial innovations (DFI) make use of digital technologies to realize financial solutions that support businesses in executing their operations (Khin and Ho, 2019). The DFI encompasses various essential and emerging technologies and concepts such as block chains, big data analytics, social networks, near field communications, peer to peer technologies, crowdfunding, the internet, and artificial intelligence (Dozier and Montgomery, 2019; Du et al., 2020; Gomber et al., 2017; Hua et al., 2019) to name a few. The conceptualization of DFI utilized in this study relates to how well the DFIs of a firm are compared to its competitors in terms of quality, features, distinctness, application, or novelty. The use of DFI promises several benefits to firms including, better customer experience and profitability (Mbama and Ezepue, 2018; Nasiri et al., 2020; Wang et al., 2021), supply chain financial performance (Du et al., 2020), market value (Lam et al., 2019); financial inclusion of stakeholders in the value chains (Aisaiti et al., 2019); crowdfunding for social venturing (Mollick, 2014); and managing risk under natural disasters (Barnes, 2020) such as COVID-19. While DFI provides various cost and efficiency benefits, it also nurtures risks to all stakeholders (Longworth, 2020). The requisite digital transformation of firms for adopting digital technologies, with the changing nature of the technologies and the competitive landscape, makes firms particularly vulnerable, and organizations must be ready to adapt to these changes. Besides the growing recognition that DFI enables the organization’s digital transformation, the empirical work in this domain is still scant, and there is a strong need for practical investigation (Khin and Ho, 2019).
Discussion and conclusion
Association between organizational readiness and digital financial innovation
In today’s time, DFIs provide responsiveness, accuracy, convenience, and risk management that are valuable for their stakeholders (Lam et al., 2019; Mbama and Ezepue, 2018; Wang et al., 2021) but also result in profitability for the firms. We posited that successful realization of DFIs in firms might require a digital transformation of the firms, which in turn may raise a need of reviewing business models, business strategy, organization design, operations, and processes, or even the values of the firms (Balakrishnan and Das, 2020; Saarikko et al., 2020; Schallmo et al., 2020; Wang et al., 2020). We find positive support for the effect of change efficacy and contextual factors on DFI, which is in accordance with the findings of Lokuge et al. (2019). Change efficacy refers to the knowledge and confidence of the organization (and its members) to execute change activities in timelines, understand the challenges and intricacies that they may face on the way, and their ability to address those challenges for a successful change. Since we tested the hypothesis for service industry firms in a developing country like UAE, we find organizations are flexible and reconfigurable to accept DFIs in terms of their resource competencies, IT infrastructure, and mindsets. This is evident since the service industry in the UAE makes significant investments in deploying the latest information and communications technologies to stay ahead of the other Middle Eastern countries (Hatem, 2020).