Digital Transformation and Value Creation: The Case of the Moroccan Banking Sector

Abstract

Digital transformation has become a major strategic lever for financial institutions facing technological change and evolving customer expectations. Although the literature on banking digitalization has grown significantly, limited research has examined how digital transformation contributes to value creation in the specific context of Moroccan banks. This study aims to understand how digital transformation influences perceived value creation within the Moroccan banking sector. A qualitative approach was adopted through six semi-structured interviews conducted with banking professionals from different Moroccan financial institutions. The collected data were analyzed using both vertical and horizontal thematic analysis. The findings highlight three main dimensions of value creation: improved operational efficiency, customer value co-creation through digital channels, and challenges related to digital inclusion and change management. The results also reveal that a hybrid model combining digital services with face-to-face interactions remains dominant in Morocco due to the importance of trust and relational proximity. From a theoretical perspective, the study contributes to the dynamic capabilities framework and the service-dominant logic literature. From a managerial perspective, it provides practical recommendations for strengthening digital transformation strategies while preserving customer relationship quality.

JEL Classification: G21, O33, M15, L86

Paper type : Empirical Research