Academic Super Apps Transforming Performance in Higher Education Institutions

Academic institutions are increasingly utilizing super applications to streamline administrative, academic, and communication operations into a single digital platform. Despite the increased adoption, minimal empirical study has studied the cumulative effect of these platforms on internal institutional dynamics. This study bridges the gap by studying how several factors—such as perceived usefulness, digital corporate culture, and convenience—influence the intention to use and actual use of academic super apps, as well as their downstream impact on teamwork and organizational performance. Cloud computing and digital organizational value are studied as crucial mediating variables in this theory. The research model is constructed on eight hypotheses that illustrate the relationships among nine fundamental variables: Digital Organizational Culture (DOC), Perceived Usefulness (PU), Convenience (CV), Intention to Use (ITU), Actual Use (AU), Digital Organizational Value (DOV), Use of Cloud Computing (CC), Team Performance (TP), and Organizational Performance (OP). Data were obtained from 551 respondents comprising students, lecturers, and academic staff by purposive sampling and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Results demonstrate that all eight hypotheses are validated with substantial path coefficients, demonstrating that behavioral intention highly predicts actual use, and both actual use and cloud computing positively influence teamwork and institutional performance. The findings contribute to digital transformation research by demonstrating the impact of user engagement and digital infrastructure in increasing institutional outcomes through academic super app uptake.