Acceptance Analysis of ‘X Super-App’ Digital Banking Service Through TAM and TPB Integration

Krisnamurti, Pangestika; Ratnawati, Anny; Widi, Agustina

doi:10.17358/brcs.3.3.271

Cited by 3 publications

(2 citation statements)

References 11 publications

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“…Era industri 5.0 telah menciptakan fenomena transformasi digital yang memberikan peluang dan tantangan baru bagi seluruh industri, termasuk perbankan (Krisnamurti et al 2022). Industri perbankan dituntut untuk bisa menyesuaikan (adaptif) dan mengantisipasi setiap perubahan yang terjadi.…”

Section: Pendahuluanunclassified

Faktor-faktor yang Memengaruhi Implementasi Transformasi Digital Pada Bank XYZ

Elfrida,

Nurhayati,

Saptono

2024

jabm

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Increasingly high demands for digital acceleration and more digitally savvy societal behavior make digital transformation a strategy to improve company performance. This study aims to analyze the influence factors of strategic formulation, leadership, organizational culture, organizational structure change, resources, monitoring, communication, and technology on the implementation of digital transformation to further formulate strategies for strengthening the implementation of digital transformation that can be carried out by Bank XYZ. The study involved 85 respondents who were involved in the transformation team and five expert respondents. The results of the SEM-PLS analysis show that seven of the eight factors, namely strategy formulation, leadership, organizational culture, resources, monitoring, communication, and technology, have a positive and significant effect on the implementation of digital transformation, while the organizational structure change has no effect. The strategy for strengthening the implementation of digital transformation was analyzed using the Analytical Hierarchy Process (AHP) with the results showing that the leadership factor is a priority in strengthening the implementation of digital transformation. In line with this, the priority actor mapping analysis is the business directorate, and the goal of implementing digital transformation that is a priority is to increase productivity. Thus, the best alternative strategy that can be applied to strengthen the implementation of digital transformation is to sharpen KPIs on the outcome side so that the success and contribution of digital initiatives to the business as usual can be tracked.

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Section: Pendahuluanunclassified

Faktor-faktor yang Memengaruhi Implementasi Transformasi Digital Pada Bank XYZ

Elfrida,

Nurhayati,

Saptono

2024

jabm

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“…Although the rise of super apps is widespread, there is a lack of consensus regarding the "super app" concept. In literature, it is not uncommon to nd discussions that contextualize a super app and exemplify it [6][7][8][9][10][11][12]. However, it is not clearly conceptualized.…”

Section: Introductionmentioning

confidence: 99%

Defining a Super App and Analyzing It from an Ecosystemic Perspective

Lucas,

Lopes

2024

Preprint

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The creation of super apps is a recent development, establishing itself as the new pinnacle of increased technology and digital market participation in retail operations. It is primarily inspired by Chinese apps, open platforms where partners can create mini-applications and make them available to users. Although the rise of super apps is a widely disseminated phenomenon, there has been a lack of harmonization regarding the concept. Therefore, this paper aims to present a definition of the super app concept, analyzing how it consolidates the perspective oriented towards digital ecosystems. To this end, a systematic literature review was conducted, which included, at the end of the screening process, 26 scientific articles published in journals from the years 2018 to 2023. Following the analysis, a harmonized concept of super apps was achieved. Furthermore, it was observed that the concept is divided into two specific viewpoints, characterized by their geographical origin and the way these apps materialize digital ecosystems. These viewpoints support the perspective of DeSanctis and Poole (1994) and Schmitz et al. (2016) regarding the variability in technology appropriation processes, disciplined by the social context in which these artifacts are embedded.

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