THE MEDIATING ROLE OF TRANSACTION EFFICIENCY BETWEEN QRIS ADOPTION AND MSME PERFORMANCE IN PEKANBARU

Authors

DOI:

https://doi.org/10.36563/md4q7c34

Keywords:

QRIS, digital payment adoption, transaction efficiency, MSME Performance, mediation

Abstract

Digital payment adoption has become increasingly important for micro, small, and medium enterprises (MSMEs), yet how QRIS adoption translates into business performance remains insufficiently explained. This study examines transaction efficiency as a mediating mechanism between QRIS adoption and MSME performance in Pekanbaru City, Indonesia. A quantitative explanatory survey was conducted among 118 MSMEs that actively used QRIS, selected through purposive sampling. Data were collected using a five-point Likert-scale questionnaire and analyzed using descriptive statistics, regression analysis, and the Sobel mediation test. The results show that QRIS adoption has a positive and significant effect on transaction efficiency (β = 0.830, p < .001), while transaction efficiency has a positive and significant effect on MSME performance (β = 0.792, p < .001). In contrast, the direct effect of QRIS adoption on MSME performance is not significant (β = −0.107, p = .633). The mediation test indicates a significant indirect effect (Sobel Z = 3.7213, p < .001), suggesting that transaction efficiency functions as the key mechanism linking QRIS adoption to business performance. The findings indicate that technological adoption alone is insufficient to generate business outcomes; its value depends on operational integration. Practically, MSMEs should utilize QRIS transaction records for bookkeeping, reconciliation, and cash-flow monitoring, while policymakers should strengthen digital financial management training.

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Published

2026-09-30

Issue

Vol. 5 No. 1 (2026)

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Articles

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Copyright (c) 2026 Jodi Septiadi Akbar, Ramadhana Aulia Wisdawati, Fortinov Akbar Irdam

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How to Cite

THE MEDIATING ROLE OF TRANSACTION EFFICIENCY BETWEEN QRIS ADOPTION AND MSME PERFORMANCE IN PEKANBARU. (2026). BEMJ: Business, Entrepreneurship, and Management Journal, 5(1), 275-288. https://doi.org/10.36563/md4q7c34