Structural Causal Relationship between Environment-Strategy-Structure and Organizational & Corporate Performance in the Banking Industry: A Study on the Moderating Effect of Digital Transformation Capability

초록

This study is on the environment-strategy-structure paradigm of the Chinese banking industry, which examines the direct effect of digital transformation capabilities of internal customers(employees) on organizational performance and dynamic capabilities, and its moderating effect on the relationship between internal marketing and organizational performance. It also reviewed the effect of internal marketing on organizational performance, the effect of dynamic capability on organizational performance and corporate performance, and their moderating effects on the relationship between digital transformation capability and organizational performance. In addition, the impact of organizational performance on corporate performance and the impact of uncertainty on corporate performance were considered. As an analysis method, questionnaire data was collected online from 526 internal employees of Chinese banks and analyzed using the PLS structural equation model. As a result of the analysis, the digital transformation capability has a positive(+) effect on the dynamic capability, but only the operational process and digital organizational structure showed a strengthened moderating effect on the relationship between internal marketing and organizational performance. Dynamic capability has a strong moderating effect on the relationship between digital transformation capability and organizational performance, and has a positive(+) effect on organizational performance and corporate performance. In addition, it was found that internal marketing, uncertainty, and organizational performance had a positive(+) effect on organizational performance and corporate performance, respectively. Based on these analysis results, it can be concluded that banks need to strengthen their digital transformation capabilities, such as flexible use of and response to digital technologies, establishment of digital transformation strategies, and business reinvention. In addition, it is necessary to be able to create new value by preparing for and actively responding to the uncertainty derived from the rapidly changing environment. Banks also need to continuously explore market opportunities and monitor risks, and cultivate the ability to change and relocate the organization appropriately to the situation.

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