Exploring barriers, drivers, and routines of dynamic capabilities in Indonesian digital banking transformation: A qualitative study based on the TOE framework

Abstract

This study is rooted in the necessity to gain a thorough comprehension of organizational capabilities essential for embedding dynamic capabilities (DC) according to the technology‐organization‐environment (TOE) within the landscape of digital transformation (DT). We have observed a surge in recent research focused on DC in the context of DT, however, there is still ample room for exploration to address the complex barriers, drivers, and routines associated with each DC capability, all crucial for achieving successful DT. Our approach employs a qualitative study involving interviews with 18 banking professionals based in Indonesia. Our study's findings have identified six DCs based on the TOE framework that can be effectively employed to facilitate successful DT including the technology capability for the technology dimension, strategy, organizational, and innovation capability for the environment perspective, and environment factor consisting of ecosystem and governance‐risk management‐ compliance (GRC). Delving into these six capabilities, we have explored the barriers, drivers, and routines linked with each. Additionally, our study has facilitated the alignment of DT benefits with expected performance outcomes, thus empowering companies to prioritize DT initiatives in alignment with their performance objectives. From a theoretical standpoint, this research contributes by offering an extensive comprehension of the factors and routines intrinsic to DC based on the TOE framework within the context of DT. From a managerial perspective, it provides guidance to companies as they navigate the realm of DT through a comprehensive lens focused on the DC.