Do Digital Finance and the Technology Acceptance Model Strengthen Financial Inclusion and SME Performance?

Thathsarani, U.S.; Jian-guo, Wei

doi:10.3390/info13080390

Cited by 45 publications

(18 citation statements)

References 73 publications

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“…As a crucial catalyst for the nation's high-quality growth, digital inclusive finance emerges as a pivotal force with the potential to stimulate economic development amidst the impending economic downturn (Thathsarani & Jianguo, 2022). Small and Medium Enterprises (SMEs) play a vital role in the growth and progress of economies, particularly in developing countries.…”

Section: Review Of Literaturementioning

confidence: 99%

Analyzing SBI YONO Business, ICICI InstaBIZ, and HDFC SmartHub Vyapar: A Comprehensive Comparative Study

Raval,

Mishra

2024

apjmt

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This research is totally based on a comparison between the corporate digital banking services provided by the State Bank of India, ICICI Bank and HDFC Bank. This research includes the kinds of problems faced by customers while using business banking applications. There are 50 respondents who are businesses and are using business banking applications. It includes 23 respondents using the SBI YONO Business App. A tool was prepared for studying the parameters of the factors considered by customers when choosing a business banking app. In this research, Spearman Rank Corelation is used to determine the relationship between the type of business entity and the most used type of transaction, which shows there is a significant correlation between these two variables. Also, the One-way Anova was used to determine the association between the turnover of the business and the business banking application the respondents are using. The greater number of respondents had turnovers above Rs. 1 crore.

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Section: Review Of Literaturementioning

confidence: 99%

Analyzing SBI YONO Business, ICICI InstaBIZ, and HDFC SmartHub Vyapar: A Comprehensive Comparative Study

Raval,

Mishra

2024

apjmt

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“…Applicability. Despite TAM's established utility in understanding technology adoption [28][29][30], its efficacy in the Asian context requires nuanced analysis. Studies suggest that its explanatory power might be limited compared to other regions [11,31].…”

Section: Tam and Asian Contexts: Cultural Nuances Andmentioning

confidence: 99%

Social Media: The New Frontier for Human Resource Management in Asia

Rajiani,

Arisanty,

Riana

2024

Human Behavior and Emerging Technologies

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Social media has become an increasingly vital tool for human resource management (HRM) in many parts of the globe. However, Asian societies have adopted social media for HRM at a lesser rate than Western cultures, which are more egalitarian and open, leading to greater comfort with using social media for professional interactions, even with superiors. This article provides a comprehensive literature review on the use of social media in HRM in Asian societies. The review analyzes 590 studies published between 2013 and 2023, following the PRISMA protocol for systematic reviews and using VOSviewer. The results indicate that the number of publications on this topic has fluctuated, with a notable increase in interest since 2015. The most prolific countries in terms of publications are India, China, Malaysia, Indonesia, Saudi Arabia, Pakistan, Taiwan, South Korea, Thailand, and the UAE. The study identifies significant research clusters and discusses the difficulties encountered when implementing social media technologies in HRM within an Asian context. These obstacles include cultural factors such as collectivism, power distance, and privacy concerns. The controversial findings regarding the distinction between excellent research and practical implementation demonstrate the need for additional research to understand better the potential benefits and challenges of incorporating social media into HRM practices in the region.

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“…In the initial year of operation, information asymmetry made it difficult for businesses to obtain cash from lenders or investors. Due to the difficulty in obtaining financing, businesses struggle to incur fixed costs during their first year of operation, which is a requirement for business startups and further increases liquidity limitations [15]. In South Africa, more than 50 % of businesses are launched each year, but due to the lack of funding, most of them fail within the first year of operation.…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring ways to construction of a business bootstrapping model to equip emerging micro business in the first year of operation in South Africa

Nkwinika

2023

TAPR

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In South Africa, the small, medium, and micro businesses (SMMEs) sector contributes between 52 and 57 percent of the GDP. In the coming years, it is expected that the SMME sector would provide 90 percent of the GDP and employment in South Africa. Due to barriers that prevent potential growth, more than 50 % of businesses in South Africa fail during the first five years of operation. The study examined enterprises in their first year of operation in South Africa and identified the lack of business skills and an insufficient supply of financing as contributing factors. The investigation revealed existing concepts such as Financial bootstrapping and Balance Score Card, both of which are crucial for South African enterprises during their first year of operation. A mixed research approach was chosen for the study in order to answer the research questions. The phenomenological (qualitative) and positivist (quantitative) philosophical paradigms were adopted with a determination to achieve a thorough understanding of the strength and direction of the relationship between a business skills deficit and competitiveness of businesses in the first year in South Africa and, furthermore, the development of the Business Bootstrapping Model. The study's data collection tools included semi-structured interviews and questionnaires. In relation to the data that were gathered for the study, content analysis was utilized as an analytical technique to analyse qualitative data, while SPSS was used to analyse responses to questionnaires for a quantitative study. The availability of capital and the lack of adequate financial resources to manage account receivables were found to be major hindrances to a business' sustainability in its first year of operation. Research gaps were filled by combining empirical investigations and conclusions, and this information was then used to construct the business bootstrapping model. In its initial year of operation, the business Bootstrapping Model included three elements: finance, marketing, and corporate governance. Owners of small businesses can begin generating capital using the Business Bootstrapping Model's financial component, which is a key factor in eradicating financial and liquidity obstacles. The Business Bootstrapping Model also equips business owners with the ability to plan and manage daily operations, including developing short-term financial policies for the business. Furthermore, assists in measurement capabilities for the business’s current financial performance, financial position, and anticipated future business plan. As well as providing an overview of the company's revenues and costs from operating and non-operating activities over time. Business owners are provided with the marketing skills necessary for brand positioning, preventing pricing discrimination, and getting pertinent, hard-to-get customer information and insights on social media through the marketing components of the Business Bootstrapping Model.

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Do Digital Finance and the Technology Acceptance Model Strengthen Financial Inclusion and SME Performance?

Cited by 45 publications

References 73 publications

Analyzing SBI YONO Business, ICICI InstaBIZ, and HDFC SmartHub Vyapar: A Comprehensive Comparative Study

Analyzing SBI YONO Business, ICICI InstaBIZ, and HDFC SmartHub Vyapar: A Comprehensive Comparative Study

Social Media: The New Frontier for Human Resource Management in Asia

Exploring ways to construction of a business bootstrapping model to equip emerging micro business in the first year of operation in South Africa

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