Governance framework of digital transformation for open banking in commercial banks of Iran

Document Type : Research Paper

Authors

1 Department of Technology Management and Entrepreneurship, Faculty of Management and Accounting, Allameh Tabatabai University, Tehran.

2 Department of Technology and Enterpreneurship, Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran

3 Department of Technology and Entrepreneurship, Faculty of Management and accounting, Allameh Tabatabaei University, Tehran

4 Department of Operations Management and Information Technology, Management of Technology and accounting, Allameh Tabatabai University Tehran.

10.22059/jed.2024.374532.654350

Abstract

Purpose: The banking industry is undergoing fundamental transformation, the main axis of which is the use of digital transformative technologies. The governance of digital transformation in banks is a key factor for success and competitiveness, because strong governance ensures that banks more effectively pursue their digitization processes, strengthen their capabilities, and make informed decisions to deploy and invest in technology; Therefore, governance of digital transformation is of strategic importance for them. In this regard, in order to strengthen the ability of the country's commercial banks in the governance of digital transformation, the present research has been conducted.





Method: The present research was conducted with a descriptive-qualitative approach in a cross-sectional study in 1402 with the aim of understanding the archetypes of governance of digital transformation in banks in four stages in a step-by-step. In the first step, Weisbeck and Hess (2020) research has been used to design a conceptual framework for governance of digital transformation. In the second stage, initially, in order to identify the factors affecting the open banking environment in the country, the reports of 5 open banking readiness evaluation institutions were used, and then the four scenarios for open banking in two axes of approaches related to regulation (including the approach of the central bank, license, standard , fintech business environment conditions, etc.) and adoption or penetration of new financial technologies (technical infrastructures, access, data-based business) is designed. In the third stage, the governance archetypes of digital transformation in the world's top digital banks have been identified using the multiple case study (MCS) and clustering method. In the fourth stage, robust archetypes and strategies for the governance of digital transformation in the open banking scenarios have been introduced.





Findings: Based on the case study of 11 top digital transformation banks in the world, 7 archetypes and 12 strategies have been identified based on the three dimensions of structure, process and relational mechanisms in governance of digital transformation. These archetypes are clustered in the structural dimension including two opportunistic and selective archetypes; Later, the governance processes of the banks' models are clustered into two moderate and line-breaking archetypes, and later, the relational mechanisms of the banks are clustered into three relational, exploratory, and self-empowering archetypes.





Conclusion: In the end, based on the results of the above steps, in the conditions of uncertainty of open banking, it is suggested that Iran's commercial banks adopt a Robust strategy of governance of digital transformation with the title (selector - vanguard- self-empowering). That is, banks in the governance structure should choose their own style between centralized, semi-centralized or parallel structure based on the conditions. On the other hand, banks should adjust their attitude towards the use of technology in relation to governance processes with the aim of being a leader in the banking industry market. In this regard, banks should prioritize the self-empowering model (special attention to internal mechanisms) in relation to their relational mechanisms.

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Main Subjects

References

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Journal of Entrepreneurship Development
Volume 17, Issue 2
September 2024
Pages 23-55

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