FinTech is the combination of innovation and technology to deliver financial products and services to stakeholders. The paper aims to investigate the impact of FinTech on the competitiveness and performance of the banking industry in the UAE. The research is empirically tested based on the 76 banking professionals and executives (bankers) from Dubai (UAE). The findings suggest that the adoption of FinTech had a significant influence on the competitiveness and competitiveness results in the performance of the banking industry in the UAE. The second findings suggest that proper adoption of FinTech and aligning with the management of technology also have a direct impact on the performance of the baking industry in the UAE. The study becomes important because the UAE Banking industry serves almost 200 nationalities and its performance depending on FinTech and competitiveness. Supplementary Information The online version contains supplementary material available at 10.1007/s42943-021-00033-9.

This paper is based on data collected as part of an 11-year authors’ survey research on IT trends in different geographic regions, including North America, Europe, Asia, Australia, Africa, and Latin America. This study focuses on global similarities and differences in technology trends (e.g., management concerns, influential technologies, budgets/spending, organizational considerations) among geographies to gain insight into the challenges that IT and non-IT executives face today as well as provide an understanding of the impact these technologies have on the organization's long-term plans and investments. The results for the 11-year period show that the top five management concerns are: (i) IT-business alignment; (ii) business agility; (iii) business cost reduction/controls; (iv) business productivity; and (v) security/privacy. The five most influential technologies are: (i) analytics/business intelligence; (ii) cloud computing; (iii) ERP systems; (iv) CRM systems; and (v) security technologies. Taken together, these findings suggest that the alignment of IT and the business and leveraging IT to reduce business expenses and generate revenue are and will remain essential. The results also suggest that the role of the CIO is evolving and offshore outsourcing is on the rise. Budgets, hiring, and salaries are also increasing, albeit cautiously. This research provides important implications for IT managers to benchmark considerations such as organizational, sourcing, spending, issues/concerns, and technologies across geographies, and sheds light on a perspective on leveraging important IT trends to make thoughtful decisions about them over the coming years, and address current business challenges.

PurposeThe paper aims to establish the role of enterprise information systems strategies (ISS) enabled by business strategies for attaining organizational innovativeness (ORIN) mediated by performance (decision-making and business processes) under environmental turbulence.Design/methodology/approachThe research framework is developed based on theoretical grounding and validated with the help of 408 responses from Brazil using SmartPLS path modeling.FindingsThe results of the research suggest that the resource orchestra of enterprise information systems strategy-enabled strategy-making can be a viable alternative to enhance innovation activities in the organizations through the mediated role of performance (decision-making and business process).Practical implicationsThe research demonstrates the role of business function (information systems) strategy enabled overall business strategy-making for achieving innovations in the organization. Fortune organizations are exploiting the information systems strategy enabled business strategy for innovations in the organization; such as Amazon, Walmart, Costco, etc.Originality/valueThe proposed and validated model is a contribution to the enterprise information systems strategy theory. This model presents the role of resource orchestras in achieving innovations in organizations.

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Aligning Information Technology (IT) and business has been a persistent and pervasive problem for over three decades. Studies show that one of the essential components for organizations seeking to improve their alignment maturity is IT Governance. This paper demonstrates the relationship between IT Governance and business performance. The Strategic Alignment Maturity Assessment (SAM) framework is applied as the foundation for relating IT Governance to company performance and to overall alignment maturity. Based on this research model, IT strategic planning, IT budgeting, and IT reaction capacity demonstrate strong contribution to the overall IT Governance maturity score. Furthermore, IT Governance has a significant impact on company performance. Although these results underscore the importance of IT Governance in alignment maturity, there is no silver bullet and the other five SAM components (Communications, Value, Partnership, Technology Scope, and Skills) must also be addressed.