ADOPTION OF FINANCIAL TECHNOLOGIES AND COMPETITIVENESS OF AN ORGANIZATIONS IN UGANDA: ACASE STUDY OF BRAC.

INTRODUCTION

1.0 Introduction

Financial technology, can be traced back several decades, in the 1970s-1990s: The Early Years, the introduction of electronic fund transfers (EFT) and Automated Teller Machines (ATMs) in the 1970s marked early innovations in financial technology, streamlining banking processes (Al-Mudimigh, & Anshari, 2020), The emergence of credit and debit cards in the 1980s facilitated electronic payments, reducing reliance on cash and in the 2000s the Rise of Online Banking and Payment Solutions, in the globally the expenditure in financial technology has been growing rapidly in recent years (Suryono, Budi, & Purwandari, 2020). According to a report by Statista, global investment in fintech companies reached approximately $135.7 billion in 2019, showing a substantial increase from $50.8 billion in 2017 (Kharisma, 2020). This chapter presents the background of the study, the problem statement, purpose, objectives of the study, research questions, study scope, justification of the study, significance, hypotheses, conceptual framework, as well as operational definition of key terms and concepts.

1.1 Background of the study

The section presents, historical background, theoretical, contextual background, conceptual background.

1.1.1 Historical Background

Financial technology (fintech), dates back centuries, with the earliest forms of banking and financial transactions taking place in ancient civilizations (Ayubjon o’gli, 2022), Financial technology, commonly known as fintech, is a term used to describe the application of technology to financial services. fintech dates back to the 1950s, when the first credit card was introduced in the United States (Davradakis & Santos, 2019) However, the term “fintech” itself is a relatively new concept, only gaining popularity in the early 21st century. In the 1960s and 1970s, the development of mainframe computers paved the way for the automation of financial processes, including trading, accounting, and payment processing (Wang et al., 2021). The introduction of automated teller machines (ATMs) in the 1980s further revolutionized the financial services industry by allowing customers to withdraw cash and conduct basic transactions without visiting a physical branch (Bomer, 2020).

The advent of the internet in the 1990s brought about significant changes in the way financial services were delivered (Momaya et al., 2020). Online banking, electronic payment systems, and brokerage services became more widely available, In 1995, the first online bank, Security First Network Bank, was launched in the United States (Leong, & Sung, 2018). The 2000s saw the emergence of new fintech players, such as PayPal, which provided a platform for online payments, and peer-to-peer lending platforms, such as Prosper and Lending Club (Hidayat, & Helmi, 2020). The growth of mobile technology and smartphones in the 2010s further accelerated the development of fintech, with mobile banking and payment apps becoming increasingly popular (Alzaidi, 2018; Ghurair, 2018). In terms of regional breakdown, the Asia-Pacific region, particularly China and India, has been leading in fintech investments. Europe, especially the United Kingdom, and North America, with a focus on the United States, have also been significant contributors to fintech investments (Al-Mudimigh, & Anshari, 2020).

In Africa, Financial technology, or fintech, has been rapidly growing and making a significant impact on the financial landscape (Eltweri, 2020). Fintech innovations in Africa have emerged as a means to address the challenges of limited access to financial services, promote financial inclusion, and drive economic development (Yermack, 2018). Here are some key aspects of fintech in African countries, Mobile money platforms have played a transformative role in Africa, enabling individuals to access basic financial services using their mobile phones (Kheira, 2021). M-Pesa, launched in Kenya in 2007, is a notable example that has expanded access to banking services, funds transfer, and payments in various African countries (Mbiti, & Weil, 2015), Other mobile money services, such as Airtel Money, MTN Mobile Money, and EcoCash, have also gained traction across the continent. Fintech solutions in Africa have facilitated digital payments, allowing individuals and businesses to make transactions electronically (Van Hove, & Dubus, 2019), Mobile wallets, such as Paga in Nigeria and Tigo Cash in Ghana, have gained popularity. Additionally, QR code payments and contactless payment solutions are being adopted in urban areas, providing convenience and security (Sangwan, Prakash, & Singh, 2020). Fintech has played a crucial role in promoting financial inclusion in underserved areas. Digital microfinance platforms, such as Branch, Tala, and Jumo, leverage alternative data sources and mobile technology to provide small loans to individuals and micro-entrepreneurs who are typically excluded from traditional banking services (Hua, Huang, & Zheng, 2019). Fintech has made cross-border payments and remittances more accessible and affordable. Companies like WorldRemit, TransferWise, and Flutterwave enable individuals to send and receive money across borders at lower fees compared to traditional channels. Blockchain technology is also being explored to facilitate secure and transparent cross-border transactions (Zheng et al., 2018).

Financial technology, commonly known as fintech, has been making significant strides in Uganda’s financial sector, in recent years, Uganda has witnessed the emergence of various fintech companies and initiatives, contributing to the modernization and expansion of the financial sector (Akileng, Lawino, & Nzibonera, 2018), Mobile money services have played a transformative role in Uganda’s financial landscape (Mukong, & Nanziri, 2021). Companies like MTN Uganda with its Mobile Money service (MTN Mobile Money), Airtel Uganda with Airtel Money, and other providers have enabled individuals to send, receive, and store money using their mobile phones. Mobile money has greatly enhanced financial inclusion, especially among the unbanked population, by providing them with access to basic financial services (Aarakit, et al., 2022). Fintech companies in Uganda have facilitated the adoption of digital payment solutions, reducing reliance on cash transactions (Štrukelj, Mulej, & Zabukovšek, 2020). Platforms like Interswitch, Flutterwave, and Payway provide digital payment gateways and enable businesses to accept online payments (Rowan et al., 2018), Additionally, remittance services such as WorldRemit and Xoom have made it easier for Ugandans living abroad to send money back home digitally (Aarakit et al., 2022).

The history of measuring organizational competitiveness is a complex and evolving field, influenced by various theories and methodologies, In the early 20th century, Frederick W. Taylor introduced scientific management, which focused on optimizing work processes and efficiency to enhance competitiveness and During the mid-20th century, management scholars such as Peter Drucker emphasized the importance of market orientation, customer satisfaction, and innovation in achieving competitiveness (Taylor, 2004).

In the 1980s, Michael Porter’s Five Forces framework became a prominent tool for analyzing industry competitiveness. It identified five key forces (supplier power, buyer power, competitive rivalry, threat of new entrants, and threat of substitutes) that shape an organization’s competitive position and In the 1990s, the resource-based view gained prominence, focusing on an organization’s internal resources and capabilities as key determinants of competitiveness and on the same note Jay Barney and Birger Wernerfelt highlighted the importance of valuable, rare, inimitable, and non-substitutable resources (VRIN resources) in achieving sustainable competitive advantage. dimensions of competitiveness (Behl, 2022).

Organizations globally have adopted financial technology to improve performance and enhance their performance strategies, like Streamlining Processes and Efficiency, Fintech solutions automate and digitize various financial processes, reducing manual errors, paperwork, and time-consuming tasks (Almahirah, 2020). By leveraging fintech tools, organizations can streamline their operations, improve efficiency, and allocate resources more effectively, and also Enhancing Customer Experience, Fintech enables organizations to provide a seamless and user-friendly customer experience (Martinez, Serna, & Montoya, 2020). Digital payment solutions, mobile banking apps, and personalized financial management platforms offer convenience, speed, and accessibility to customers. This can lead to higher customer satisfaction, loyalty, and retention (Zainal, Yousuf, & Salloum, 2020).

1.1.2 Theoretical Background

The study will be guided by the Diffusion of Innovation theory is a social science theory that seeks to explain how new ideas, products, and technologies are adopted and spread through society. Developed by Everett Rogers in 1962, the theory identifies five stages in the adoption process: awareness, interest, evaluation, trial, and adoption. According to the theory, the adoption process is influenced by several factors, including the characteristics of the innovation itself, the communication channels used to promote the innovation, the social system in which the innovation is being introduced, and the individual characteristics of the adopter.

The Diffusion of Innovation theory, proposed by Everett Rogers, is widely used in various fields to understand the adoption and spread of new ideas, products, or technologies. This theory has several strengths that contribute to its popularity and usefulness, One of the key strengths of the Diffusion of Innovation theory is its ability to predict and explain the rate of adoption of innovations. It identifies different categories of adopters based on their innovativeness, ranging from early adopters to laggards. This categorization helps in understanding the diffusion process and estimating the rate at which an innovation will be adopted by a particular group or society as a whole. The theory provides a comprehensive framework that considers multiple factors influencing the adoption and diffusion of innovations. It takes into account the characteristics of the innovation itself, such as its relative advantage, compatibility with existing values and practices, complexity, observability, and trialability. The Diffusion of Innovation theory has been applied to a wide range of contexts, including technology adoption, healthcare, agriculture, education, and social change. Its principles can be adapted and applied to various innovations and domains, making it a versatile theory.

The five categories of adopters identified in the theory are; Innovators: These are the first individuals to adopt an innovation. They are adventurous and willing to take risks, Early adopters: These individuals are opinion leaders and are respected by their peers. They adopt new ideas early in the process, Early majority: This group is more deliberate in their decision-making process and adopts innovations after they have been tried and tested by others, Late majority: This group adopts innovations only after they have become mainstream and are widely accepted by society. Laggards: These individuals are the last to adopt innovations and may resist change. The theory has been widely applied in various fields, including marketing, healthcare, and technology. It has been used to predict the adoption and diffusion of new products, technologies, and services, and to develop strategies for promoting their adoption. Overall, the Diffusion of Innovation theory provides a framework for understanding how new ideas, products, and technologies spread through society and how to effectively promote their adoption.

According to Diffusion of Innovation Theory by (Rogers in 1962), diffusion is governed by four elements including the innovation itself, communication channels, time and social systems. The four elements explain the process of change as determined by employees and the whole organization. Diffusion assumes that the propensity to adopt an innovation is primarily a function of the availability of information. It also assumes that in the dissemination of information particularly at the local scale, personal contacts are of much greater significance than the mass media (Deligiannaki& Ali, 2011).

Diffusion of innovations theory is often simplified to concentrate solely on a product or innovation. Little attention has been paid on the complex cultural, economic, technology and other factors that determine organizational performance (Green et al., 2009).

1.1.3 Conceptual background

Organizational competitiveness refers to an organization’s ability to maintain or increase its market position, profitability, and sustainability in the face of competition. It is a measure of how well an organization is able to satisfy the needs and preferences of its customers while simultaneously achieving its goals and objectives (Almahirah, 2020).

The term financial technology refers to a variety of services supported by various financial technologies for various businesses, with the main goal of raising the caliber of financial products and services supported by Information Technology (IT) solutions. Fintech is made possible by the creation of cutting-edge technologies, the most significant of which are those that may reveal secret information from multiple sources, effect security, and facilitate simple client communication (Hasan, Yajuan, & Mahmud, 2020).

FinTech adoption is making use of the availability of communication, making financial transactions easy and secure, the ubiquity of the internet, and the automated processing of information as well as transactions in the financial industry (Davradakis & Santos, 2019).

Financial technology, commonly known as fintech, refers to the use of technology to improve and automate financial services. Fintech includes a wide range of applications, from online banking and mobile payments to blockchain technology and cryptocurrencies. The goal of fintech is to provide faster, more efficient, and more convenient financial services to consumers and businesses. Fintech is an interdisciplinary field that combines finance, technology, computer science, and innovation to create new financial products and services that are more accessible, affordable, and user-friendly (Phan et al., 2020).

Technology refers to the application of scientific knowledge and tools for practical purposes. It involves the use of tools, machines, and techniques to create, modify, and improve products, processes, and systems. Technology encompasses a wide range of fields, including computer science, engineering, biotechnology, and telecommunications. It has transformed virtually every aspect of human life, from communication and transportation to medicine and entertainment. Technology has enabled us to achieve feats that were once thought impossible, and it continues to evolve and shape the world around us in profound ways (Hidayat et al., 2020).

1.1.4 Contextual Background

Financial technology, commonly known as fintech, has been rapidly growing in Africa in recent years. Fintech companies in Africa are leveraging digital technology to provide financial services to individuals and businesses that are underserved or excluded by traditional banking systems. Here are some notable trends and developments in fintech in Africa, Mobile Money: Mobile money has been a game changer in Africa, allowing people to transfer money, pay bills, and make purchases using their mobile phones. Mobile money services such as M-Pesa in Kenya, MTN Mobile Money in Ghana, and EcoCash in Zimbabwe have become very popular and have helped to increase financial inclusion in the continent, Digital Banking; Digital banks are also emerging in Africa, offering banking services entirely through digital channels. Examples of digital banks in Africa include Kuda Bank in Nigeria and TymeBank in South Africa. Payment Solutions: Payment solutions such as Flutterwave, Paystack, and Paga have been developed in Africa to facilitate online payments and e-commerce. These platforms allow businesses to accept payments from customers across different channels and are also helping to drive e-commerce growth in Africa, Investment Platforms: Investment platforms such as FarmCrowdy and PiggyVest in Nigeria and EasyEquities in South Africa are making it easier for people to invest in agriculture, stocks, and other assets and Blockchain: Blockchain technology is also being explored in Africa, with projects such as Bitland in Ghana and SureRemit in Nigeria using blockchain to provide secure and transparent land registration and remittance services.

1.2 Statement of the problem

Financial technology (fintech) has disrupted the traditional financial industry by providing innovative solutions and products that have made financial services more accessible, efficient, and cost-effective. As a result, organizations that fail to adopt fintech solutions risk losing their competitive edge, as their customers increasingly demand faster, more personalized, and convenient financial services. financial technology on organizational competitiveness, therefore, is how to integrate fintech solutions effectively to gain a competitive advantage, reduce costs, increase revenues, improve customer experience, and streamline business operations. This involves addressing challenges such as regulatory compliance, data privacy, cybersecurity, talent acquisition, and cultural resistance to change. Organizations must also keep up with the latest fintech trends and innovations, such as artificial intelligence, block chain, digital payments, and open banking, to remain relevant and competitive in the market. Failure to leverage these technologies can lead to loss of market share, decreased profitability, and decreased customer loyalty.

In 2021, amount charged for impairment on loans was USD 430,234 compared to USD 4,952,582 in 2020. The decline in impairment on loans was primarily due to improvement in portfolio quality (Portfolio at Risk (PAR>30) is 13% this year against 20% in 2020. The company followed most stringent provisioning policy to be inline with Uganda Central Bank guidelines for regulated tier-II entity, In 2021, the company’s total assets decreased by 9% to USD 64,682,784 compared to the previous year’s total assets of USD 71,038,940 and the company holds a key position in the market. Loans and advances to customers decreased by 3% and is now 63% of total assets. In 2021, the company’s Savings deposits reported 32% growth, amounting to USD 18,530,074 from USD 14,053,661 in 2020. Net equity increase by 35% to USD 14,350,305 from USD 10,631,388 in 2020. Despite various investments in BRAC the company faces challenges in in areas of profitability, Growth specifically in areas of the number of active clients, High portfolio at risk and low customer satisfaction.

1.3 General objective of the study

To Investigate the influence of adoption of financial technology on organizational competitiveness.

1.4 specific objectives of the study

To examine the influence of systems software on organizational competitiveness.
To investigate the online payment systems on organizational competitiveness

To investigate influence Employee technological knowledge and skills on organizational competitiveness

1.5 Research Questions

What is the influence of systems software on organizational competitiveness?
What is the influence of online payment systems on organizational competitiveness?

To what extend does Employee technological knowledge and skills influence organizational competitiveness?

1.6 Scope of the study

1.6.1 Content scope

The content scope of the study will concentrate on; the influence of systems software on organizational competitiveness, the online payment systems on organizational competitiveness and the influence of Employee technological knowledge and skills on organizational competitiveness.

1.6.2 The geographical scope

The study will be carried out from BRAC Head office offices in Kampala.

1.6.3 Time scope

The period of data to be considered from will be from 2018 to 2023.

1.7 Operational definition of key terms

Customer satisfaction: This refers to the ability of an organization to serve the customer the right product, of the right quality, at the right price, in the right time.

Growth: This refers to the increase in an organization’s revenue as compared to expenditure and other fixed costs.

Financial technology

Financial technology, commonly referred to as “fintech,” is the use of technology to improve and automate financial services. Fintech companies aim to provide better, more efficient, and more convenient financial services than traditional financial institutions such as banks and insurance companies. Fintech services range from mobile banking and investment apps to blockchain-based cryptocurrencies and peer-to-peer lending platforms. Fintech has the potential to democratize access to financial services, reduce costs, and increase the speed and efficiency of financial transactions (Hwihanus, Wijaya, & Nartasari, 2022).

Organizational competitiveness

Organizational competitiveness refers to an organization’s ability to maintain or improve its market position and profitability relative to its competitors (Sołoducho-Pelc, & Sulich, 2020). This includes a range of factors such as product quality, innovation, customer service, marketing, supply chain management, and cost efficiency. A competitive organization is able to respond quickly to changes in the market, adapt to new technologies, and develop strategies that differentiate it from its competitors. Organizational competitiveness is important because it can lead to increased market share, higher revenue, and improved financial performance.

1.8 Conceptual Background

Financial Technology organizational competitiveness

Moderating variables

Figure 1: conceptual framework

According to the figure illustration above, financial technology is the independent variable

The study will provide future scholars with literature on mobile payments

The study will also enable the policy makers to make informed policy decision regarding financial technology.

The study will also enable future academicians to have enough knowledge regarding the growth of small and medium enterprises

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

The study establishes that adoption of financial technologies and competitiveness of an organizations in Uganda: a case study of BRAC.

This chapter presents the review of theoretical and related literature to the study. It involves theoretical review, actual literature review, and a summary of literature review. The actual literature was reviewed objective by objective, and the sources of literature reviewed include; secondary sources especially text books, journals, newspapers, research dissertations, government reports and publications, and primary source, especially pilot study that was carried out.

2.2 Related Review

2.2.1 The effect of information systems software and the organizational performance

Software plays a crucial role in enhancing organizational competitiveness in today’s digital era. It enables companies to streamline their operations, improve efficiency, and make data-driven decisions. Here are some ways software contributes to organizational competitiveness; Ghalayini and Noble (2021) describe how the literature about organizational performance measurement has evolved in two main phases. The first phase describes the use of primarily financial measures, from the late 1880s through to the 1980s. Eccles, (2019) describes how, during the 1980s, many executives saw deteriorating financial results due to declines in quality or customer satisfaction, or because of the increased pressure from global competitors. Gomes et al. (2022) write that, as a result, a number of integrated performance measurement systems, containing both financial and non-financial measures, were proposed. This started the second phase of performance measurement. They claim the most cited PMSs to be the SMART system, the performance measurement matrix, the balanced scorecard, and the integrated dynamic PMS. While there is much literature describing the evaluation of organization performance, the literature of ERP performance measurement is still emerging. Similar to the first phase of organizational performance measurement, much of the ERP literature focuses solely on the financial impact.

Software applications automate repetitive tasks, reducing the need for manual intervention. This automation enhances productivity, reduces errors, and allows employees to focus on higher-value activities. By streamlining processes, organizations can deliver products and services faster, gaining a competitive edge (Schorb, et al., 2019).

Software enables efficient data collection, storage, and analysis. Advanced analytics tools provide valuable insights into customer behavior, market trends, and operational performance. By leveraging data, organizations can make informed decisions, identify opportunities, and respond to market changes more effectively than their competitors (Battina, 2019).

Software solutions such as project management systems, team collaboration tools, and communication platforms facilitate seamless collaboration among employees, teams, and departments. Effective communication and collaboration enhance productivity, foster innovation, and enable quick decision-making, giving organizations an edge over competitors, CRM software helps organizations manage and nurture customer relationships. It stores customer data, tracks interactions, and provides insights for personalized marketing and sales efforts. By understanding customer needs and preferences, organizations can tailor their offerings, deliver superior customer experiences, and gain a competitive advantage (Gamido, & Gamido, 2019).

Information systems software covers vast areas of technologies such as mobile and wireless technology, telecommunications, software development, security, intelligent systems etc. Information system has a huge impact on industries, the community in general and our daily lives. Information systems software can be applied to many fields. One of the emerging applications in recent years is in most of the organizations to enhance better performance (Kwok Hung Lau &Haibo Huang 2012). Information systems software is fast becoming one of the main drivers of change, posing new strategic challenges (Lee & Kim, 2016). The business environment today has been undergoing unprecedented change and many companies are seeking new ways to stand out from the competition by sustaining their competitive advantage. In today’s highly competitive global marketplace, the pressure on organization is to find new ways of creating and delivering value to customers in growing stronger.

Software systems can optimize supply chain processes, including inventory management, demand forecasting, logistics, and supplier relationships. By improving supply chain efficiency, organizations can reduce costs, ensure timely delivery, and enhance customer satisfaction, giving them a competitive edge in the market, Efficiency and accuracy are the two main benefits of automated testing over manual testing. Using automated test scripts yields a better return on equity over manual testing. Software testing is one of the most and time- consuming processes in software development (Suhel et al., 2020). Because of this, software developers have become increasingly interested in attempting to optimize testing to reduce development costs. A discussion of test metrics which serves an important indicator of the effectiveness of software testing process was presented in. These include organization metrics, project metrics, process metrics, product metrics and static and dynamic metrics. Organization metric refers to usefulness in overall project planning and management. Project metrics are useful in monitoring and controlling specific project. Process metrics use some test process while product metrics relates to a specific product like a compiler for a programming language. Static metrics are those computed without having to execute the product while dynamic metrics require code execution (Suhel et al., 2020).

Testing metrics are used to improve software productivity and quality. A methodological framework in was used to evaluate testing techniques or tools that can be applied in various case studies. The implementation of the case studies is measured from their effectiveness, efficiency, and user satisfaction. Software test tools help software developer to examine software bugs, verify functionality and ensure the reliability of the software developed. Various testing tools were grouped based on their types of applications and were analyzed by their cost and features. Software testing is still one of the most widely used approaches for checking and improving the quality of a software application (Romao, Costa, & Costa, 2019). One of the contributions in testing research is automated test input generation. Aside from this, there are new frameworks for test execution which promotes shorter cycles in the testing process. In, the paper experimented automation testing using three different software. Although automation have an initial high implementation and maintenance cost, test automation can give remarkable remarks in the long run when it is rerun multiple times (Vishnu et al., (2017).

Innovation and Product Development: Software tools support product development processes, such as computer-aided design (CAD), simulation, and prototyping. These tools accelerate innovation, reduce time-to-market, and enable organizations to launch new products or services ahead of their competitors. Customer Experience and Service: Software applications enable organizations to deliver exceptional customer experiences. This includes self-service portals, chatbots, and personalized interactions. By providing convenient and personalized services, organizations can attract and retain customers, differentiating themselves from competitors (Agboola, A. A. (2018).

Security and Risk Management: Software solutions play a critical role in safeguarding organizational data and mitigating risks. This includes cybersecurity software, data backup and recovery systems, and risk assessment tools. By ensuring data integrity and protecting against threats, organizations can build trust with customers and stakeholders, enhancing their competitiveness.

Technology can be thought of as the application of scientific knowledge for practical purposes. From the invention of the wheel to the harnessing of electricity for artificial lighting, technology is a part of our lives in so many ways that we tend to take it for granted (Laudon & Laudon, 2016).

Pearlson, Saunders, and Galletta, (2016) emphasizes that the need for Information systems development cannot be understood unless one also understands the use of software in the organization and unless the software can be applied to the organization to enhance its better performance.The integration of Information Technology and business processes has irrevocably changed the way in which modern organisations operate. The majority of medium-to-large organisations invest significant amounts of time, money and effort on Information systems (IS); which combine hardware, software and networking capacity to enhance the efficiency and effectiveness of their business processes (Grant & Meadows, 2016). In some circumstances the IS/IT that supports a business process becomes so integral that it can be very difficult to differentiate between them. The way in which organizational accounting processes have become embedded and reliant upon Accounting Information Systems (AIS) is an apt example of this phenomenon.

Information systems software works hand in hand with the hardware to enable the organization be in position to achieve its goals and objectives. Computers, keyboards, disk drives, iPads, and flash drives are all examples of information systems hardware (Pinedo, 2016).

Software is not tangible, it cannot be touched. When programmers create software programs, what they are really doing is simply typing the list of the organization’s instructions that tell the hardware what to do. There are several categories of software, with the two main categories being operating-system software, which makes the hardware usable, and application software, which does something useful. Examples of operating systems include Microsoft Windows on a personal computer and Google’s Android on a mobile phone. Examples of application software are Microsoft, Excel and Angry Birds (Chen et al., 2016).

According to Huang et al., (2013), Governments around the world are under the pressure from citizens and business to be more open and transparent in managing public funds, deliver quality public services as per needs of citizens. Therefore, in the last quarter of 2017, the world wide expenditure on software development was 480 billion dollars (Hughes et al., 2017).This expenditure was in information systems software to enable better service delivery and improve on general public sector performance.

Clearly, Internet and intranet technology has practical integrative applications for organizations. In addition to the practical use of IT as an integrative mechanism, the management of technology also has increased. Andrade &Doolin (2016) makes a strong argument that companies use IT to structure organizations. In addition, he argues that he and many others consider the management of IT as the biggest challenge. The research from this thesis addresses both of these two issues, namely; the use of IT for integration and the implications associated with the management of Information Technology itself.

According to Rana et al., (2017) Information systems initiatives in India was first started in 1990 with a minimal financial investment into National Informatics Centre to enable computerization of operations and automation of the pension fund. This was to eliminate the several challenges with the mismanagement and poor record keeping of the files of the pensioners.

Krecie (2016) reports that the government of Philippines invested around 8-10% of its GDP on Information systems to enable integrating the operations of government agencies and also on improving transparency in public sector. These financial investments in Information systems by different public sector organizations across the globe, is a manifestation of the long-term benefits of the service in enhancing better organizational performance.

2.3.2 Online payment systems on organizational competitiveness

The systems infrastructure plays a critical role in the performance of financial technology (fintech) organizations. Fintech companies heavily rely on technology systems to deliver their products and services, process financial transactions, and manage large volumes of data. Here are some key points highlighting the relationship between systems infrastructure and organizational performance in the fintech industry; Scalability and Reliability: Fintech companies need robust systems infrastructure that can scale to handle increasing transaction volumes and user demands. The ability to handle high loads and maintain system reliability is crucial for uninterrupted service delivery and customer satisfaction. A well-designed infrastructure with scalable architecture ensures that the organization can grow and adapt to changing market conditions (Van Dung, 2020).

Security and Compliance, Fintech organizations deal with sensitive financial data, making security and compliance top priorities. A strong systems infrastructure includes multiple layers of security measures, such as encryption, firewalls, intrusion detection systems, and access controls. Compliance with relevant regulations, such as data protection and privacy laws, is essential to maintain trust and meet legal requirements (Grossi, et al., 2020).

Data Management and Analytics, Fintech companies generate and process vast amounts of data, including customer information, transaction records, and market data. An efficient systems infrastructure enables effective data management, storage, and analysis. Advanced analytics and machine learning capabilities can extract valuable insights from the data, helping fintech organizations make data-driven decisions, develop personalized services, and identify potential risks and fraud (Rafiq et al., 2020).

Fintech companies often collaborate with traditional financial institutions, regulatory bodies, and other service providers. Seamless integration with external systems and APIs is crucial for efficient data exchange, interoperability, and streamlined operations. A well-designed systems infrastructure supports interoperability, making it easier to connect with various stakeholders and deliver integrated solutions (Jardioui, Garengo, & El Alami, 2020).

In the fast-paced fintech industry, organizations need to quickly adapt to market changes, launch new products, and respond to customer demands. A flexible and agile systems infrastructure enables rapid development, testing, and deployment of applications and services. Cloud computing, containerization, and microservices architectures offer scalability and agility, allowing fintech companies to innovate and stay ahead of the competition (Kurdi, & Alshurideh, 2020). Optimizing systems infrastructure helps fintech organizations reduce costs associated with hardware, software, maintenance, and operational expenses (Havidz, & Mahaputra, 2020),Cloud-based infrastructure, for example, allows for resource scaling on-demand, reducing the need for costly hardware investments. Efficient utilization of resources and automation can also improve operational efficiency, leading to cost savings (Dastmalchian, 2020).

Systems infrastructure plays a vital role in delivering a seamless and user-friendly experience to fintech customers. Fast and reliable systems ensure smooth transactions, quick response times, and minimal downtime. A well-designed user interface, supported by a robust infrastructure, enhances the overall customer experience, leading to higher customer satisfaction and retention (Lebdaoui, & Chetioui, 2020).

Modern banking information systems enable real-time transaction processing, allowing customers to perform transactions instantly. Real-time processing eliminates the need for batch processing and reduces the time and effort required to complete transactions. It enhances customer satisfaction by providing immediate access to funds, account balances, and transaction history, information systems enable the development and operation of online banking platforms and mobile applications. Customers can access their accounts, perform transactions, and access a range of banking services anytime, anywhere. Online and mobile banking systems improve customer convenience, reduce branch visits, and offer self-service options, thereby increasing efficiency for both customers and banks (Campanella et al., 2020).

Information systems support customer relationship management by providing a centralized database that captures and manages customer information. CRM systems help banks personalize customer interactions, track customer preferences, and offer targeted products and services. By leveraging customer data, banks can improve customer satisfaction, enhance cross-selling opportunities, and optimize customer acquisition and retention strategies. Information systems aid banks in managing risk and complying with regulatory requirements. Integrated risk management systems help identify, measure, and mitigate various risks, such as credit risk, operational risk, and fraud. Compliance management systems facilitate adherence to regulatory guidelines, automating compliance processes and reducing the risk of non-compliance (YuSheng, & Ibrahim, 2020).

Information systems provide decision-makers in banks with access to timely and accurate data, enabling informed decision-making. Analytics tools and reporting capabilities allow banks to analyze customer behavior, assess profitability, and identify trends. This data-driven decision-making enhances operational efficiency, helps develop targeted marketing strategies, and supports risk assessment and mitigation, Information systems enable the digitization and management of documents, reducing reliance on paper-based processes. Digital document management systems facilitate secure storage, retrieval, and sharing of documents, improving efficiency in document processing, compliance, and audit activities (Berber, Slavić, & Aleksić, 2020).

Overall, information systems play a vital role in driving efficiency within the banking industry. They optimize processes, enhance customer service, streamline operations, support risk management, and facilitate data-driven decision-making. By leveraging technology and information systems effectively, banks can gain a competitive edge, improve profitability, and deliver enhanced services to their customers.

Wachira (2015) further contends that Information systems infrastructure also improves on speed and reliability of organizational transfer and processing of information among members in the organization. This helps the different departments in the organization to send and receive information in a short time which leads to improved performance and better competitive strength of the organization. There is a delay of government services in reaching the people that need it. In Ethiopia, some of the departments that people delay in accessing services include the pension (Lavers & Hickey, 2016).

The use of internet services as an effective Information systems infrastructure in Nigeria has been adopted by the government to eliminate unnecessary government costs incurred as a result of paper work and enhance performance of public sector agencies in the country (Ukachi, 2015).

Rotich (2015) also believes that the adoption of computers in the organization is to provide better and an effective communication between different departments in the organization and also between the organization and the outside world. The government’s effort to use computers in the monitoring of public agencies is to ensure that business between the government and the citizens is effective and fast.

2.3.3 Employee technological knowledge and skills influence organizational competitiveness.

Employees with strong technology skills can leverage digital tools and software to perform tasks more efficiently. They can navigate complex systems, utilize shortcuts and automation features, and leverage productivity tools to streamline workflows. This increased productivity translates into higher output, improved efficiency, and cost savings for the organization, Technology skills enable employees to effectively collaborate with colleagues, both within the organization and externally. Proficiency in communication tools, project management platforms, and virtual collaboration platforms allows employees to work seamlessly across teams, departments, and geographies. This facilitates knowledge sharing, fosters innovation, and improves teamwork, leading to improved organizational performance (Man,Lee, Wong, & Chan, 2022).

Technology is constantly evolving, and organizations need employees who can adapt to new tools, systems, and software. Employees with strong technology skills are more adaptable and can quickly learn and utilize new technologies. This adaptability reduces resistance to change, ensures smooth implementation of new systems, and enables organizations to stay competitive in the rapidly evolving technological landscape, In today’s data-driven world, organizations collect vast amounts of data. Employees with technology skills can effectively analyze and interpret this data using tools such as spreadsheets, data visualization software, and business intelligence platforms. This data analysis capability empowers employees to make informed decisions, identify trends, uncover insights, and drive strategic initiatives that positively impact organizational performance (Sun, Shahzad, & Razzaq, 2022).

With the increasing prevalence of cyber threats, organizations need employees who are knowledgeable about cybersecurity best practices and can contribute to a strong security posture. Technology-skilled employees can identify and respond to potential risks, adhere to security protocols, and ensure the protection of sensitive data. Their understanding of cybersecurity mitigates the risk of breaches, data loss, and reputational damage, thereby safeguarding the organization’s performance, Technology-savvy employees are more likely to think creatively and innovate within their roles. They can explore new ways of leveraging technology to improve processes, develop new products or services, and identify opportunities for growth. Their ability to embrace and harness technology fosters a culture of innovation within the organization, leading to improved performance and a competitive edge in the market (Nguyen, & Malik, 2022).

Employees’ technology skills directly impact the customer experience. Proficiency in customer relationship management (CRM) systems, customer support platforms, and other customer-focused technologies enables employees to deliver personalized and efficient service. They can quickly access customer information, resolve issues promptly, and provide a seamless omni-channel experience. Positive customer experiences drive customer satisfaction, loyalty, and advocacy, ultimately impacting the organization’s performance (Guo, & Shu, 2022).

Knowledge has become one of the most highly valued commodities in the modern economy. Further, knowledge is considered the principal tool of competitiveness and innovation in the composition of commodity chain to the broader processes of regional and national economic development (Ajuwon, 2015). The new paradigm is that, within the organization, knowledge must be shared in order for it to grow thus sharing knowledge among its management and staff grows stronger and becomes more competitive (Tarhini et al., 2015).

Some of the most significant changes are the growing importance of knowledge as a catalyst of economic growth within the global economy, the revolution of information and communication technology (ICT), the integration of the global labour market and worldwide socio-political transformations (Lwoga et al., 2016).

Lwoga et al., (2016) further notes that access to and production of knowledge are essential prerequisite for participation in the global economy; this is witnessed by the fact that information and communication technologies have significantly increased the speed of production, use and distribution of knowledge, thus making a country’s economic and social wellbeing dependant on how quickly it can adjust its capacity to share and generate knowledge.

CHAPTER THREE

METHODOLOGY

3.1 Introduction

This chapter presents the research methods that will be used to carry out the study. It covers the research design, Area of study, target population, sample design, sample size, research instrument, measurement of variables, Data Collection Procedure, data analysis and Ethical considerations of the study.

3.2 Research Design

The study will adopt a cross-sectional survey research design because of the nature of the variables that are at hand; to produce data required for quantitative and qualitative analysis and to allow simultaneous description of views, perceptions and opinions at any single point in time (White, 2000). The study also will use qualitative and quantitative methodologies for data analysis. Quantitative and qualitative methodologies will be used in analysing the topic of study. Quantitative research consists of those studies in which the data concerned is analysed in terms of numbers while qualitative describes events, persons and so forth scientifically without the use of numerical data. Quantitative research is based more directly on its original plans and its results are more readily analysed and interpreted. Qualitative research is more open and responsive to its subject. (Christina Hughes, 2006).

3.3 Study Population

Study population is defined as the entire group of people that a researcher wishes to investigate (Sekaran, 2003). The total population will specifically the employees of BRAC Head office,

3.4 Determination of the sample size

It is impossible to study the whole targeted population of the study and therefore the researcher will take a sample of the population this is also further supported by Mugenda and Mugenda (2003) who notes that research should choose a sample out of the whole targeted population. A sample is a subset of the population that comprises members selected from the population. Using Krejcie and Morgan’s (1970) table for sample size determination approach, a sample size of 36 respondents will be selected from the total population of 40 employees.

Table 1: Showing Population and Sample size of respondents

Category	Population size	Sample size	Sampling Technique
Executive Director	1	1	Purposive sampling
Managers	4	4	Purposive sampling
Human resource manager	1	1	Purposive sampling
Other staff members	34	30	Simple random sampling
Total	40	36

3.5 Sampling techniques and procedure

Purposive sampling, also known as judgmental, selective or subjective sampling, is a type of non-probability sampling technique where the researcher chooses a sample based on what they think in other words they use their personal judgement (Palys, 2008). The study will use Purposive sampling technique because it saves time and also enables the researcher to get information from the right people who have knowledge and skills regarding the subject topic. This technique will be used in selecting, Managers, and executive director, the researcher will use this technique because these respondents hold enough knowledge and skills regarding the study topic.

3.6 Data collection methods

The section presents data collection methods which include questionnaire survey, interview and documentary review.

3.6.1 Questionnaire Survey

Questionnaire Survey method will be used to obtain the opinion of the respondents regarding the topic under study. This technique will be used for getting information from staff members this is because these members are many and can only be given questionnaire then they read and analyse themselves, according to (Onen & onen, 2013) states that questionnaires are important in research because the respondents are given time to think and they don’t feel intimidated. Questionnaire gives the respondents ample time to respond to the questions when ready and they can be kept for future references. This method will be deployed to capture information from Staff Members.

3.6.2 Interview

Face-to-face interview is a data collection method where the interviewer directly communicates with the respondent in accordance with the prepared questionnaire (Polak & Green, 2015). This technique will be used for getting information from; Executive Director, Managers, Human resource manager. This will involve having a deep conversation with these respondents while recording. The interview has been chosen specifically for these respondents because they are few and the researcher can reach all of them in person. More to that using interviews lso helps in getting in-depth understanding of

This method enables to acquire factual information, consumer evaluations, attitudes, preferences and other information coming out during the conversation with the respondent. Thus, face-to-face interview method ensures the quality of the obtained data and increases the response rate. Interviews will be used because they fetch a variety of ideas needed for the study and give a deeper understanding of the topic. The method will be used to generate information from Human resource manager, Managers and the Executive Director.

3.6.3 Documentary review

This study will use Documentary review to supplement the data that is acquired from the interviews and questionnaires. The researcher will analyze the documents and publications related to the study topic. Documents that are expected to be reviewed include magazines, text books, Journals, and Newspapers. The documents from BRAC will be reviewed to enable the researcher get better information regarding the organization and be in position to write better analysis.

3.7 Data collection instruments

For each deployed data collection method, there is a corresponding data collection instrument that will be used. The study will use, Questionnaire Guides, Interview Guide and Document review checklist as described in the sub-sections below.

3.7.1 Self-administered Questionnaire

The questionnaire shall be designed in a manner that motivates respondents with simple structured questions with the option of providing any addition information to the structured questionnaire as an option to obtain relevant data from them. The questionnaire is structured with both close-ended and open-ended questions. It has aLikert scale 1-5 indicating the level of a respondents’ agreement or disagreement, where 1 represents Strongly Disagree and 5 strongly Agree.

3.7.2 Interview Guide

The researcher will use an interview guide to collect data in order to find out the vivid picture of the participants’ perspective of the topic. Interviews are an effective qualitative method for getting people to talk about their feelings, opinions and experiences. They are also an opportunity for us to gain insight into how people interpret effect of automation of the business process on organizational performance. The views of the respondents will be a personal reflection of their personal experience relating to the study topic. Open ended questions will allow ease of expression and capture of vast information from study participants.

3.8 Data quality control of instruments

The data collection tools will be pre-tested on a smaller number of respondents from each category of the population to ensure that the questions are accurate.

3.8.1 Validity

Validity is defined as the extent to which results can be accurately interpreted and generalized to other populations (Oso & Onen, 2008). While Borg & Gall, 1989 as cited in Onyinkwa, (2013) validity is defined as the degree to which results obtained by the research instrument correctly represented to the phenomenon understudy and Mugenda & Mugenda, (1999) as the accuracy and meaningfulness of inferences which are based on the research results.

Amin, (2005) recommended minimum CVI of 0.7 to be used. Validity will be tested using content validity index which involves judges scoring the relevancy of the questions in the instruments in relation to the study variables.

The formula for Content Validity Index will be;

CVI =

Where CVI = content validity

n= number of items indicated relevant.

N = total no. of items in the instrument

In this study, validity will be achieved by establishing content validity. The researcher will achieve content validity by using the experts to assess the validity of the research instrument. The experts especially research supervisors and professors from UMI will be given data collection tools to assess whether the items in the instruments are valid in relation to research topic, objectives, and questions. From the instruments they will declare some items valid and others invalid. Those declared invalid will be dropped, others adjusted, while the valid ones will be maintained. Then content validity index (CVI) will be computed by dividing the number of items declared valid by total number of items/questions in the data collection instrument.

3.8.2 Reliability

According to Mugenda and Mugenda, (2003) reliability is the measure of the extent to which research instruments are able to provide the same results upon being tested repeatedly. Crobach’s coefficient alpha (a) as recommended by Amin, (2005, P.302) will be used to test the reliability of the research instrument. The instrument is deemed reliable if reliability of 0.7 and above is obtained and therefore, it will be adopted for use in the data collection.

Formula for reliability is

= ()

Where = alpha reliability co efficiency.

K=Number of items included4 in the questionnaire

= sum of variance of individual items

= variance of all items in the instrument.

To ensure credibility and trust worthiness of qualitative data the researcher will ensure that only the officials who are employees of the organization will be interviewed.

The coefficient ranges between a=0.00 for no reliability, a =1.00 for perfect reliability. The closer alpha gets to 1.0 the better. If the study findings result to Cronbanch’s Alpha of 0.7 and above, this will signify that research instrument is good enough for the study. According to Amin (2005), all the measurements in the instrument that show adequate levels of internal consistency of cronbach’s alpha of 0.77 and above are accepted as reliable.

3.9 Procedure of data collection

The researcher will obtain an introductory letter from Uganda management institute to seek permission and enable easy access of information by the researcher from BRAC Head office Uganda, after the permission is granted from

3.10 Data analysis

Mugenda and Mugenda (1999) and Mbaaga (2000) both defined data analysis as a process of bringing order, structure and meaning to the data gathered to create information out of it. Data analysis will therefore be done with quantitative and qualitative methods. The quantitative (Questionnaires) and qualitative (interviews) will be analyzed separately and then combined during discussion of the findings.

3.10.1 Quantitative Data Analysis

Data processing will be done by entering the data into a statistics package for social sciences (SPSS) version 24.0 in line with the research questions. Data analysis will be done by also using this statistics package for social sciences (SPSS) to formulate frequency tables where the percentages, frequency, mean, variance and standard deviation will obtained.

Under quantitative analysis, process will include editing, classification, coding and presentation. Data will be summarized in frequency tables, percentage; data will be analysed with the use of statistical package for social scientist (SPSS). Quantitative data will be collected through structured questionnaires and it will be cantered into a computer, tabulated and analysed.

Spearman’s correlation coefficient and regression analysis is recommended by Amin (2005, P.378) will be used during data analysis in order to test the strength, degree and direction of the topic. The formula will be used for this study because it is compatible with SPSS program in addition to being appreciated in analysing data under which the data is arranged.

3.10.2 Qualitative Analysis

Qualitative data will be analysed using content analysis.it involves gathering and analysing data based on the content, where by the raw data collected from the field will be read through to enable the researcher to get familiar with the data. At this process the study will be used noted cards to organise the available data to accelerate further analysis. Data will then be evaluated and analysed to determine its accuracy, credibility, usefulness and consistency which aided acceptance or rejection of the research hypothesis.

3.11 Measurements of variables

A five point Likert ordinal scales ranging from; strongly agree which will be assigned 5, strongly Agree, 4 agree, Not Sure assigned 3, Disagree allocated 2 and strongly disagree allotted 1 to obtain responses on the variables. The Likert ordinal scale has been used by numerous scholars who have conducted similar studies such as Bowling, (1997).

3.12 Ethical considerations

The researcher will ensure that before giving questionnaires to the respondents their consent is sought and when they accept to participate in the study, they will be given questionnaires.

Confidentiality of the respondents ‘information will be assured and the researcher also will inform them that the study is strictly for academic purposes and therefore, they should not fear giving information.

Only respondents who are selected will be given questionnaires and only those meant to be interviewed will actually be interviewed.

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