摘要
数字化时代的到来,改变了银行业的经营方式和行业竞争格局,也挑战了传统银行的经营和生存,数字化转型势在必行。本文应用有监督与无监督的机器学习的方法,基于202家中国商业银行2010年至2018年的数据,考察了管理层的数字化认知对银行数字化转型行为的影响。研究结果表明:第一,银行管理层对数字技术所带来的创新机会的认知,对银行的数字化创新和线下分支机构的调整行为均具有促进作用;第二,银行管理层对数字技术所带来的风险挑战的认知,会削弱机会认知的促进作用;第三,银行管理层对数字化机会的认知对数字化转型的促进作用,在数字金融新兴业态挑战更强的市场中具有更强的影响。上述结果说明,在数字化时代,管理层对于新兴技术的积极认知,构成了企业的动态能力,有助于企业在技术变革中的生存和发展。本文应用多种机器学习方法实现了对管理层认知评价的客观测量,此外,本文结论指出了在数字化时代中,企业管理层对数字技术的认知对于企业数字化转型的重要作用,对传统企业的数字化转型实践也具有借鉴意义。
Digital technologies have changed the competitive landscape of several traditional industries, including banking industry. The new financial technology challenged the operation and survival of the incumbent banks and making the digital transformation of banks imperative. Based on the data of 202 Chinese commercial banks from 2010 to 2018 this paper uses machine learning and content analysis to examines the impact of managerial cognition on banks’ digital transformation. The empirical results suggest that management’s viewing digital technologies as opportunities can promote the bank’s adoption of digital innovation and its disposal of offline bank branches. Managerial cognition of digital technology as risks and challenges will weaken the above positive effect. In regions with greater challenges from financial technology firms, the positive effect of opportunities cognition on digital transformation is stronger. Above results show that in the digital era, management’s positive cognition of emerging technologies constitutes the dynamic capabilities of firms, which is conducive to the survival and development of incumbent firms.
作者
王诗卉
谢绚丽
WANG Shihui;XIE Xuanli(National School of Development,Peking University,Beijing 100871,China;Institute of Digital Finance,Peking University,Beijing 100871,China)
出处
《金融评论》
CSSCI
北大核心
2021年第6期78-97,119,120,共22页
Chinese Review of Financial Studies
基金
国家社会科学基金重大项目《数字普惠金融的创新、风险与监管研究》(项目批准号:18ZDA091)
国家自然科学基金重大项目《创新驱动创业的重大理论与实践问题研究》(项目批准号:72091310)的资助。
关键词
数字化转型
管理层认知
银行转型
机器学习
Digital transformation
Managerial cognition
Bank transformation
Machine learning
