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The main purpose of this study is to identify the determinants that inhibit the adoption or usage of digital payment systems (DPSs) in India.

This study used a qualitative technique, including in-depth semi-structured interviews. Data analysis was conducted using thematic analysis, incorporating both deductive categorisation and inductive coding to identify factors responsible for the non-adoption or discontinuation of DPS use.

The findings are in the form of themes and sub-themes that were generated from the data analysis: digital divide (DD), which includes the digital access divide, digital capability divide and digital innovativeness divide; socio-demographic divide (SD), which includes education, geographical location, gender, age and income; psychological barriers, which include a lack of perceived ease of use, vulnerability to risks, technophobia and a lack of trust; and other barriers, which include a lack of awareness, a cash-dominated society and a lack of interoperability.

The factors identified in this research can be further validated and tested in future studies using quantitative data. This will enable stakeholders to better comprehend the impacts of these factors on DPS adoption or usage.

The study’s practical implications are specifically relevant to the Union Territory (UT) administration of Ladakh, as there is a DD and an SD among different sections of the population of the UT of Ladakh. UT administrations must prioritise efforts to eliminate these divides. The implications for banks and DPS providers are that they should conduct financial literacy training about DPSs in remote rural areas and invest in developing user-friendly and simplified DPS user interfaces to improve relationships with DPS users and their long-term retention.

The findings of this study reveal the three levels of the DD that determine DPS adoption or usage, which have not been discussed together in the literature in the DPS context and that must be addressed to expand DPS adoption, thus providing a more holistic view of the DD in the context of DPS.

This research aims to investigate the impact of servant leadership on knowledge management and its subsequent connection to cost-saving innovation. The study further explored these relationships by examining the mediating roles of innovation capabilities and technological volatility.

The research is applied in purpose and employs a descriptive-survey method for data collection. It follows a qualitative-quantitative approach, utilizing expert interviews in the qualitative phase. The sample consists of 35 managers and expert professors with knowledge management experience in universities and high-tech industries, selected through the snowball method. Data collected from Iranian organizations were analyzed using AMOS software.

The results revealed a positive correlation between servant leadership and knowledge management. Knowledge management demonstrated a significant positive relationship with cost-saving innovation. Additionally, technological volatility and innovation capabilities were identified as crucial factors influencing the connection between knowledge management and innovation, particularly in promoting frugality.

While this research provides a comprehensive model, it acknowledges specific limitations that warrant further investigation. The study predominantly focused on Iranian organizations, suggesting an opportunity to broaden its scope to include diverse organizational perspectives from various cultural and geographical contexts. Moreover, a promising avenue for future research involves exploring entrepreneurial orientation as a potential mediating variable. Given its significant impact on organizational dynamics, introducing entrepreneurial orientation could enhance our understanding of its effects on both knowledge management and the promotion of frugal innovation. This expansion may illuminate the intricate interplay between entrepreneurial orientation, knowledge processes and innovative practices, contributing to a more sophisticated discussion on effective organizational strategies.