MRI
MRI India Journals Vol. 15 No. 2 (2026)

COVID-19 and the Acceleration of Cashless Payments

Authors

  • Sneha Gaware Department of MBA, MES’ IMCC, Pune
  • Yash Choughule Department of MBA, MES’ IMCC, Pune
  • Sarthak Gandhi Department of MBA, MES’ IMCC, Pune
  • Abhishek Borude Department of MBA, MES’ IMCC, Pune
  • Atharva Bhogade Department of MBA, MES’ IMCC, Pune
  • Abhish Chaudhari Department of MBA, MES’ IMCC, Pune

DOI:

https://doi.org/10.65521/ijrdmr.v15i2.3314

Keywords:

Digital Payments, Cashless Economy, COVID-19 Pandemic, Contactless Payments, UPI, Mobile Wallets, Consumer Behaviour, Financial Technology, Digital Inclusion, Cybersecurity

Abstract

The COVID-19 pandemic significantly accelerated the adoption of digital payment systems between 2020 and 2024, transforming cashless transactions from a convenience into a necessity. Concerns about virus transmission through physical currency encouraged the use of contactless technologies such as NFC cards, UPI, mobile wallets, and QR-code payments. Lockdowns and the rapid growth of e-commerce further expanded digital payment usage, attracting new users including elderly and rural populations. Supportive regulatory measures, such as increased contactless payment limits and reduced transaction fees, also facilitated this transition. While digital payments experienced substantial growth, particularly in micro-transactions and small businesses, challenges such as the digital divide and rising cybersecurity risks became more apparent. The study concludes that the pandemic created lasting changes in consumer behaviour and merchant infrastructure, making the move toward a cashless economy largely irreversible. It recommends that policymakers focus on ensuring digital payment systems remain inclusive, secure, and resilient in the future.

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Published

2026-06-02

How to Cite

Gaware, S., Choughule, Y., Gandhi, S., Borude, A., Bhogade, A., & Chaudhari, A. (2026). COVID-19 and the Acceleration of Cashless Payments. International Journal on Research and Development - A Management Review, 15(2), 351–357. https://doi.org/10.65521/ijrdmr.v15i2.3314

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