Digital organizational transformation: Case of the banking sector

Abstract

Digital transformation has become a key strategic lever for banks, faced with rapid technological changes and the need to adapt their structures and management practices. This research aims to analyze the influence of digital transformation on the managerial process of banks, highlighting both success factors and major challenges encountered.

The adopted methodology is qualitative and interpretivist in nature, based on a deductive reasoning approach. The study relies on the analysis of thirty (30) scientific articles published between 2010 and 2024, selected from international academic databases (Imist, Scopus, Web of Science, and Cairn). The corpus, composed of abstracts and full texts, was processed using Nvivo software in order to identify determinants, barriers, and recommendations drawn from the literature.

The findings show that the success of digital transformation depends on several organizational levers, including the promotion of an innovation-oriented culture and the adoption of digital tools. Beyond technological aspects, digitalization involves a deep reconfiguration of processes, structures, and governance methods, requiring strategic alignment between management and digital tools. However, this research presents certain limitations, as it relies exclusively on a documentary analysis without empirical investigation within banks, which restricts the scope and generalization of the results. Nevertheless, these findings provide a solid foundation for future empirical research.

Keywords: Banking, Digital Banking, Digital Management, Organizational Transformation

JEL Classification : G21,F65,M14,O16

Paper type : Theoretical Research