Integrating Block-chain Technology into Traditional Systems: A Case Study of Kenya Financial Industry

Authors

  • Stephen Okelo Lucas Tom Mboya University Kenya

DOI:

https://doi.org/10.14738/abr.1405.10520

Keywords:

Integrating, Block-chain Technology, Traditional Systems, Financial Industry

Abstract

Kenya’s financial sector, encompassing a robust mobile money ecosystem and diverse traditional banking institutions, it has long stood as a model of innovation across Africa. The emergence of COVID-19 in 2020 dramatically shifted the country’s digital transformation trajectory, prompting a trajectory toward emerging technologies like block-chain. This research investigates the feasibility and implications of integrating block-chain technology into Kenya’s financial systems. Focusing on applications in cross-border payments, trade finance, identity verification, decentralized lending, and micro-insurance, the study provides a comprehensive review of the state of the art, challenges, and opportunities from the pandemic period to the present day. Through a desktop review design, data is sourced from reputable academic journals, government documents, and white-papers published in the last decade. A critical assessment highlights gaps, limitations, and unexplored potentials in current implementations synthesizing convergent and divergent position of different authors, guiding further research. The results indicate that block-chain could significantly improve financial transparency, reduce costs, and broaden access to services. However, barriers such as regulatory ambiguity, institutional inertia, and a technological skills gap threaten to slow adoption. This research concludes by recommending strategic frameworks and identifying areas for further exploration to enable block-chain’s integration in a scalable, inclusive, and secure manner.

References

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Published

2026-06-05

How to Cite

Lucas, S. O. (2026). Integrating Block-chain Technology into Traditional Systems: A Case Study of Kenya Financial Industry. Archives of Business Research, 14(05), 156–164. https://doi.org/10.14738/abr.1405.10520