In the early 1980s, digital capabilities were defined as the ability to use technological information efficiently and the competence of using technological information (Son et al., 2021). Zhe and Hamid (2021) considered digital talent as a necessary skill for companies to produce and manage. Furthermore, digital transformation and the use of new technology are considered both efficient and strategically important for companies (Fitzgerald et al., 2014). While a company's technological capability is an important component of its information flow, digital capability is a key component for a company's sustainable and long-term competitive advantage (Lee et al., 2001). Digital capabilities, with their ability to perceive and respond, increase the ability of companies to both understand the needs of customers and compete in the market (Freitas Junior et al., 2016), and digitalization enables people to have the ability to use their behaviors and abilities within differing working environments. In other words, proper management of digital talent can support companies in achieving higher performance (Bauters et al., 2018).

Although digital talent is not generally seen as one of the most important sources of sustainable competitive advantage, it is seen as an important resource (Karneli et al., 2021): an intangible asset that is difficult to imitate in the marketplace. Digital capabilities are valuable to companies because they support product improvements that increase the value of their products, in addition to processing improvements that allow for a reduced cost structure. Indeed, other companies that do not have similar technological capabilities have difficulty understanding why and how product and process improvements are made (Coombs & Bierly, 2006). Technologically oriented companies have the ability to acquire technological knowledge and apply this knowledge in the operation process. For this reason, the development, use and adaptation of companies' digital talent affects performance (Ray, 2008), while also generating innovative ideas and better product designs (Al-Henzab et al., 2018). For this reason, companies can improve their knowledge by internalizing new ideas and information thanks to digital talent (Salisu & Bakar, 2019). In the research, the effects of digital capability and knowledge acquisition on financial performance, innovation performance, and digital natives perceptions of mobile banking are examined.

“What is information” and “What is right?” It is as difficult to ask as it is to answer (Zagzebski, 2017). In terms of information, there is no generally accepted definition of knowledge (Fiore et al., 2018), but in its simplest form, knowledge is an entity that encompasses all human activities in terms of data with recognizable patterns of meaning and the capacity to act towards making individual decisions within the possibility of time (Rowley & Hartley, 2017). Ironically, searching for information and browsing (or browsing) are thought of as two different concepts (Dinet et al., 2012). Scanning is a “looking”-oriented activity that individuals do before seeking to clarify needed information about their decisions (Monroe & Xia, 2005). And, often information is obtained, before it has a clear purpose (Detlor et al., 2003). On this basis, interactive channels provide information in accordance with the purpose of the research (Van Noort et al., 2012). For example, a well-designed general information search site is likely to help provide a positive user experience and thus re-search for information on that site (Chung & Tan, 2004).

Information seeking is a complex cognitive activity that usually includes sensory, contextual and social factors (Dinet et al., 2012) and requires a conscious effort to acquire information in response to a lack of information. On the other hand, information seeking behavior represents the information behavior component, such as the quality of the information, its original context, format, target audience, perceived usefulness, interest level and cognitive level features (Knight & Spink, 2008). In this context, obtaining information is the series of activities carried out directly or indirectly about a product, brand, service or company (Xie et al., 2018). Intention to acquire information can be made towards learning (or test information), information gathering, and information seeking activity related to the specific problem (Mahnke et al., 2012). For this reason, it is possible to achieve better performance if the information shared in the digital field is used correctly thanks to the acquisition of knowledge. Within the scope of the research, the effects of obtaining information on performance in banks and digital natives perceptions of mobile banking, both as independent and mediating variables, are examined.

The mobile banking sector began to develop in the 1980s, with many banks teaching their customers by personally offering mobile banking. As a result, web-based information exchanges online became simpler for customers using modern purchasing activities and systems. The term mobile banking refers to banking activities carried out through mobile internet technologies (Chong, 2013), and mobile banking is defined as a channel through which the consumer interacts with a bank (Laukkanen & Passanen, 2008). Over the past decade, consumers have rapidly and easily adapted to new digital mobile devices, and Afshan and Sharif (2016) state in their research that technological innovations significantly benefit the banking and commercial sectors and allow banks to better serve their customers. Today, mobile banking services have developed as a new retail channel for banks with plans to gain more customers by promoting and developing mobile banking services, and thus, reach their strategic goals (Aboelmaged & Gebba, 2013). According to Laforet and Li (2005), mobile banking makes it easy for users to access banking services wherever there is internet. McKnight et al. (2002) stated in their research that mobile banking users save time and have payment opportunities everywhere. In order to adopt and use mobile banking, which provides convenience to users thanks to these opportunities, mobile banking must be secure: a solid and adequate interaction between mobile devices and users. As a result of the research in the literature, the effects of digital talent and knowledge acquisition on digital natives perceptions of mobile banking are examined.

Okafor et al. (2021), in general, emphasize that financial performance is a very important factor for a company to successfully remain in the market. Horváth and Szabó (2019) state that, compared to traditional production, technology-based production and service developments give companies a clear advantage and are important for companies to stay in the market and develop. Cheng et al. (2018) maintain that it is not possible for companies to compete and survive with traditional production models in a competitive environment; therefore, companies must have technological competence in order to improve their financial performance. This competitive advantage helps companies reduce their costs and improve their financial performance by improving their profit margins through the increase in sales- thanks to technology (Kiel et al., 2017). Financial performance is one of the most important factors for a company's growth and survival, and Murphy et al. (1996) measured the effects of financial performance on company performance, including a company’s success, failure, productivity, and market share. In this case, we can predict how important financial performance is for companies.

According to Waldrop (2016), companies that use the latest technologies and are advantageous in terms of technology should give importance to software in order to gain a financial advantage and achieve a higher financial performance. Technologically leading companies provide critical competitive advantage in both the short term and long term. In this direction, banks need to act in line with the needs and wishes of their customers while developing their new products/services, also important for effective resource management, successful technology development management, and the adequacy of new technology (Park et al., 2021). Zhong et al. (2017) noted that firms plan and implement financial inputs every year, and based on these plans, firms can achieve targeted financial performance. For this reason, we can predict that digital talent and knowledge acquisition can have a positive effect on financial performance.

Performance is the fulfillment of organizational goals, and specifically, the comparison of the expected and actual results as the outputs of those implemented during the innovation process shows innovation performance. Today, innovation is seen as an important element. in that services and technologies are effective in changing the minds of customers. This is why innovation provides companies with significant gains and benefits. With the increasing prevalence of globalization, the importance of innovation performance has increased, and as a result, competition between businesses gains importance. With the developing information networks, companies have aimed to maintain this advantage by changing their structures to gain an advantage. However, it is said that the advantage to be protected brings with it continuous strategic changes in companies (Wijekoon et al., 2021). In short, innovation performance is defined as the use of new methods and processes by organizations, as well as the delivery of new products to the market by organizations, and the use of new devices and equipment (Dedahanov et al., 2017).

Innovation performance is the evaluation of applications and outputs for innovation and the comparison of expected and actual results (Waheed et al., 2019), and innovation activities and processes affect innovation performance. Therefore, all variables and outputs that will affect this process play an important role in innovation efficiency. In the evaluation of innovation performance, indicators such as technology, market share determinations, patents, and the number of new products are evidence of innovation success (Pan et al., 2019). Particularly, innovation performance depends on the innovative capabilities of an organization and the internal and external interaction of employees. Considering the increasing importance of innovation for the competitive position of organizations, and the fact that innovation has been shown to be one of the drivers of 20th century growth, the impact of alternative management mechanisms on the innovation performance of companies is an important issue (Chen et al., 2018). Innovation performance is the degree of innovation that is necessary for the continuation of business activities and competitiveness, showing the ways to achieve high performance and different advantages that develop within the business (Andersson et al., 2020). As a result of the research in the literature, the effects of digital capability and knowledge acquisition on innovation performance are examined.

According to Moorman and Slotegraaf (1999), a company's digital capability ensures its success in formulating and developing new products. It is argued that digital talent means “a company developing the ability, capability and expertise to manage digital technologies for a new product.” Carcary et al. (2016), on the other hand, states that for a successful digital transformation, a company that can develop various digital capabilities in different areas should develop its capabilities depending on the sector and the specific needs of the company. Clearly, digital capability has positive effects on business performance and digital innovation (Yasa et al., 2019). And, as Park et al. (2021) state, it has been proven that digital talent has a positive effect on financial performance. Looking at the studies on knowledge acquisition, Bloodgood (2019) states that knowledge acquisition can have important competitive effects on companies, such as harm and opportunity against competitors. Xie et al. (2018) emphasize in their research that the acquisition of knowledge among organizations positively affects radical innovation, and Ngoc Thang and Anh Tuan (2020) explain in their research that acquiring knowledge positively affects firm innovation, while Kim et al. (2021) stated in their research that knowledge acquisition of firms has a positive effect on financial performance. . Innovative performance, the degree to which businesses enter the market through inventions, can be implemented as an indicator of innovative performance. Furthermore, it is necessary to focus on both the technical aspects of innovation and the introduction of new products to the market (Buenechea-Elberdin et al., 2018). The hypotheses tested as a result of these studies are;

For the research, data were collected from authorized personnel at the expert level working at the banks' headquarters in Istanbul. Since the headquarters of banks in Turkey are located in Istanbul, authorized experts working in the general directorates of banks constitute the sample group. Banks were preferred for the intense use of digital technology with both internet and mobile applications. Therefore, banks were found suitable to empirically test our research model. The reason why the data were collected from the general directorates of the banks in the research is that the authorized specialist personnel work in the general directorates, and the questions about the variables examined in the research model concern the authorized specialists within the general directorate.

An online questionnaire was used as a data collection tool. These questionnaires were sent via e-mail to target participants- experts/administrators. The study was conducted between December 2020 and April 2021 under pandemic conditions. Out of 1500 e-mails sent, 337 questionnaires were returned. In order not to lose the data, the questions in the online survey are marked as “necessary.” Since participation in the survey is on a voluntary basis, involuntary answers were prevented. Since the questions might have been considered unnecessarily long, thereby affecting the participants, the scale expressions used in the formation of the statements are presented in both Turkish and English in order to obtain the best explanatory power. The desired participant was able to participate by changing their language preference. Before the scales were included in the analysis, their internal consistency was checked. Since the 337-unit questionnaire was sufficient for 80 percent power, 0.05 significance level, and 6 variables, questionnaire answering was stopped.

At this power and significance level, 130 units are sufficient for 6 variables based on a minimum R2 of 0.10 (Hair et al., 2017). In order not to encounter the common method variance problem, the respondents were given sufficient time, the number of questions was kept low, and anonymity was ensured.

Reflective for the model? Formative? Confirmatory Tetrad Analysis was performed to reveal that All CI low and CI up values were compared with each other (-, +) structures were observed and there were reflective models in the model. Analyzes and comments are given over the reflective model structure.

The statements in the scale were taken from previous publications. In these publications, the reliability and validity tests were performed, the scales were compiled, and the scale form was created.

Digital capability scale; Khin and Ho (2020) (Cronbach's Alpha=0.905) used the scale in their research. Knowledge acquisition scale; Liao (2018) (Cronbach's Alpha=0.930) used the scale in their research. Financial performance scale; According to Danso et al. (2020) (Cronbach's Alpha=0.950) used the scale in their research. Innovation performance scale; Prajogo and Ahmed (2006) (Cronbach's Alpha=0.870) used the scale in their research. Scale of Digital Natives Perceptions of Mobile Banking, Payne et al. (2018) (Cronbach's Alpha=0.950), the scale in their research was used.

The scale form consists of 2 groups of questions. In the first group, three demographic questions were asked: age, gender, and province of activity. In the second group, the expressions obtained from the literature review for the five variables used were given with a five-point Likert scale. Participants were asked to rate these statements (5: Strongly Agree - 1: Strongly Disagree). With these obtained scores, hypotheses were tested. The scale expressions used are given in Appendix 1.

Digital capabilities and knowledge acquisition are two important concepts that should be considered by managers of companies in the financial sector. Companies in the financial sector need to foresee the future, analyze the information they have well, create brainstorming and make the right decisions and make investments in the field of digitalization. At the same time, they need to take into account the importance of knowledge acquisition and establish R&D centers where they can benefit from data science and lay the foundations for decisions that will provide an advantage over their competitors.

In line with the results obtained in the research, it can be argued that digitalization is now important for all companies and companies should attach importance to digitalization in order to positively affect performance outputs. It is not possible for companies that do not attach importance to digitalization and do not understand the value of information to exist in the future. For this reason, companies need to fulfill the requirements of the age in order to ensure sustainability.

There are some limitations to the research as it was carried out only by collecting data from the general directorates of banks and from white-collar experts at the expert level. The reason for these limitations is that it is not possible to collect the answers to the questions about the variables representing the research model we examined from the general employees in the banks, so questionnaires were collected from authorized specialist employees who have the authority and responsibility to make decisions in banks. In this way, it has been verified by factor and reliability analyzes that the questions are understood by the experts. If the questions were collected from the general employees, the reliability of the analyzes would be open to discussion since we are likely to have problems in factor and reliability analyzes. It is recommended to conduct such researches especially in companies where digitalization and artificial intelligence are used extensively.