International Journal of Research Studies in Management
CollabWritive Special Issue
2024 Volume 12 Issue 16
Available Online: 10 December 2024
Author/s:
Peng, Wang
Graduate School, Lyceum of the Philippines University – Batangas, Philippines (969349058@qq.com)
Abstract:
The finance sector in China is undergoing a transformative journey fueled by rapid advancements in digital technologies, capabilities, and innovations. This transformation is not only reshaping the traditional financial landscape but also setting the stage for a robust digitalization framework that can drive sustainable growth and competitiveness in the global market. This study aimed to assess digital technologies, capability and innovation as basis for developing finance sector digitalization framework in China. A descriptive approach was used in this study to systematically define the conditions, and assess the variables that were examined. Target respondents are 385 customers of five finance companies in China. A survey questionnaire was used for data collection which was subsequently analyzed using the SPSS software. Based on the finding of the study, the respondents disagree on digital technologies in terms of emerging technology, augmented and virtual reality and artificial intelligence. The finance companies possess good digital capability as moderately agreed by the respondents. The respondents moderately agreed on the digital innovation in terms of efficiency, novelty and convergence. There were highly significant relationships that exist between digital technologies, digital capability and digital innovation. A finance sector digitalization framework was proposed emphasizing the integration of digital technologies with robust digital capabilities and a focus on innovation
Keywords: digitalization, digital technologies, capability, innovation, finance sector
DOI: https://doi.org/10.5861/ijrsm.2024.1330
Cite this article:
Peng, W. (2024). Digital technologies, capability and innovation: Basis for finance sector digitalization framework. International Journal of Research Studies in Management, 12(16), 179-188. https://doi.org/10.5861/ijrsm.2024.1330