Impact of Online Reputation on Neobank Adoption during COVID-19

Puneett Bhatnagr, Anupama Rajesh and Richa Misra

Chapter 29 in Market Dynamics and Strategies in a Post-Crisis World:Navigating a World in Flux, 2025, pp 425-450 from World Scientific Publishing Co. Pte. Ltd.

Abstract: Easy accessibility of the internet on multiple smart devices has resulted in increased online product adoption. The COVID-19 lockdowns promoted internet usage by consumers across the globe, which made their search for goods and products online, and they preferred to buy or transact financial products online while reviewing and assessing them. A new generation of alternative challenger banks, known as ‘neobanks,’ arose due to expanded internet and mobile penetration. Currently a part of fintech companies, being digital-only banks, and a reasonably new concept, neobanks face challenges in how users, especially in India, can accept and use the new technology. Online ratings and reviews play an essential role in increasing product adoption. Previous studies on variables such as online ratings and reviews have been significant in improving adoption in other industries. This study proposes a conceptual model based on the UTAUT-3 technology adoption model while adding additional variables such as online ratings and reviews to assess the impact of online reputation on technology adoption. The study involved conducting an online survey for 460 participants across the Delhi NCR region. The study has found that variables such as performance expectancy, social influence, and personal innovativeness are highly significant, in addition to online ratings and reviews, in adopting neobank services. This study will further contribute to extending the literature around neobanking technology adoption, which is currently unavailable, and will help fintech managers establish neobank plans and focus on online reputation by assessing inline ratings and reviews before introducing new financial products into the online market.

Keywords: Marketing; Consumer Behaviour; Crisis Response; Post-Crisis Management; Flexibility; Agile; Leadership; Business; COVID-19 (search for similar items in EconPapers)
JEL-codes: M1 M3 M30 M31 (search for similar items in EconPapers)
Date: 2025
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