Impact of dynamic capabilities on digital transformation and innovation to improve banking performance: A TOE framework study

Abdurrahman, Abdurrahman; Gustomo, Aurik; Prasetio, Eko Agus

doi:10.1016/j.joitmc.2024.100215

Cited by 9 publications

(1 citation statement)

References 137 publications

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“…The more confident CEOs, Celebrity CEOs, and CEOs with information technology backgrounds are [22][23][24] can significantly promote the digital evolution of enterprises. Some scholars further found that technology and ecosystem capabilities have a positive and significant impact on digital evolution and innovation, while organizational capabilities have a positive impact on innovation but a negative impact on digital evolution [25]. Concerning enterprise resources and capabilities, top IT managers will significantly promote the technology diversification of SMEs [26], and the age of directors will hinder the innovation of the company [27].…”

Section: Impact Of Enterprise Digital Evolution On Outward Foreign In...mentioning

confidence: 99%

A Study on the Impact of Enterprise Digital Evolution on Outward Foreign Investments

Yang,

Gan,

Luo

et al. 2024

Sustainability

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In the age of the digital economy, digital evolution has emerged as a central focus in academic research. The achievement is of paramount importance for augmenting their international investments. This research utilizes data from publicly listed manufacturing firms in China from 2010 to 2021 to examine the influence of enterprise digital evolution on outbound foreign investments. The research findings reveal that enterprise digital evolution has a significant positive impact on the outward foreign investments of enterprises and exhibits heterogeneity in terms of region, company size, and industry type. Mechanism tests reveal that the impact of enterprise digital evolution on outward foreign investments can be realized through four pathways: enhancing ESG performance, reducing debt financing costs (COD1) (representing the proportion of interest costs to the total of long and short-term debts), company age, and debt financing costs (COD2) (denoting the proportion of financial expenses to the total of long and short-term debts). In the context of digitization, enterprise digital evolution continues to hold positive significance for outward foreign investments, contributing to the enrichment of the theoretical research on the subject to a certain extent.

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Section: Impact Of Enterprise Digital Evolution On Outward Foreign In...mentioning

confidence: 99%

A Study on the Impact of Enterprise Digital Evolution on Outward Foreign Investments

Yang,

Gan,

Luo

et al. 2024

Sustainability

View full text Add to dashboard Cite

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

Abdurrahman,

Gustomo,

Prasetio

2024

E J Info Sys Dev Countries

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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.

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Business model platformization drives social value—A configuration research based on the technology‐organization‐environment framework

Zhang,

Jiang,

Shang

2024

Manage Decis Econ

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Data connectivity is driving a shift in corporate business models toward social responsibility and stakeholder orientation, but existing research has focused on the significant increase in business value from business model platformization and has failed to answer the question of “what kind of business model platformization creates high social value in what contexts.” Business model platformization features are decomposed into three‐dimensional components of technology, architecture, and capability, and the external environment in which the business model creates value is segmented in terms of demand evolution and peer competition. This paper develops a technology–organization–environment (TOE) configurational framework, adopts fuzzy‐set qualitative comparative analysis (fsQCA), collects data from 42 enterprises with business model platformization, and analyzes what combinations of digital intelligence technology, platform architecture, dynamic capability, demand evolution, and peer competition constitute a high social value configuration. The study suggests that four configurations of the three main types, resource‐driven, demand‐driven, and total factor‐driven, constitute equivalent paths to high social value. With the help of the TOE framework to identify the configurations of business model platformization to create high social value, this paper provides theoretical support for enterprises aiming to create high social value in the face of peer competition and joint changes in the demand environment to choose the appropriate path of business model platformization from their own point of view.

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Impact of dynamic capabilities on digital transformation and innovation to improve banking performance: A TOE framework study

Cited by 9 publications

References 137 publications

A Study on the Impact of Enterprise Digital Evolution on Outward Foreign Investments

A Study on the Impact of Enterprise Digital Evolution on Outward Foreign Investments

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

Business model platformization drives social value—A configuration research based on the technology‐organization‐environment framework

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