Digital Transformation Strategy and Competitive Advantage of Financial Institutions in Kenya
Trends, Challenges and Opportunities for African Businesses
DOI:
https://doi.org/10.70641/ajbds.v2i1.171Keywords:
Digital Transformation Strategy, Competitive Advantage of Financial Institutions, Trends, Challenges and OpportunitiesAbstract
In the rapidly evolving financial landscape, digital transformation has become essential for financial institutions to maintain competitive advantage. This study focused on the digital transformation strategies of financial institutions in Kenya, examining trends, challenges, and opportunities. The primary objectives were to determine the impact of digital transformation on customer satisfaction, market share, and financial performance; assess key trends such as regulatory changes, technological advancements, and shifts in customer expectations; and investigate challenges faced during the implementation of digital transformation strategies. The research was guided by the Theory of Financial Intermediation, Technological Acceptance Model, Contemporary Banking Theory, and Innovation Diffusion Theory. A descriptive research design was employed, targeting 39 commercial banks in Kenya, categorized into Large/Tier I, Medium/Tier II, and Small/Tier III banks. The study used a census method and simple random sampling technique, with piloting to validate the questionnaire and Cronbach's Alpha to test reliability. Data was collected through questionnaires and interview guides and analyzed using SPSS version 24. Out of 235 questionnaires administered, 209 were properly filled and analyzed, representing a 70% response rate. The majority of respondents were male (80.4%), aged 41-45 (39.7%), held a bachelor’s degree (83.3%), and had worked for 7-10 years (62.7%). The employee population in most institutions ranged between 101-150 (48.3%). Correlation analysis indicated that trends in digital transformation (r=0.232, p=0.001) and challenges in implementation (r=0.208, p=0.003) have a significant and moderately positive correlation with competitive advantage. However, there was a weak, insignificant positive correlation between digital transformation strategies and competitive strategies (r=0.048, p=0.489). The study concluded with recommendations for policymakers to develop supportive regulatory frameworks, promote digital innovation, and invest in reliable internet connectivity. Additionally, it suggested conducting impact analyses of digital transformation and encouraged interdisciplinary research among academicians to address the multifaceted nature of digital transformation in the financial sector.
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