scholarly journals Competitive dynamics of strategic groups in the Portuguese banking industry

2021 ◽  
Vol 2021-02-25 (OLF) ◽  
Author(s):  
Albérico Travassos Rosário ◽  
◽  
António Carrizo Moreira ◽  
Pedro Macedo ◽  
◽  
...  
Keyword(s):  
Banking Industry ◽  
Retail Banking ◽  
Competitive Dynamics ◽  
Economic Assistance ◽  
Strategic Groups ◽  
Competitive Strategies ◽  
Strategic Group ◽  
European Central ◽  
Assistance Programme ◽  
The International Monetary Fund

The objective of this paper is to analyse the retail banking behaviour in Portugal (2008–2010, 2011–2013 and 2014–2016), by taking into account the financial and economic assistance programme (FEAP) – monitored by the European Commission, the European Central Bank and the International Monetary Fund – that Portugal went through and that started in 2011. With competitive dynamics it is possible to understand the evolution of competitive strategies of the institutions of a strategic group within a given time horizon. Data were collected after consultation of reports and accounts of Banks from Banco de Portugal database. The results were analysed and discussed in light of the theory of strategic groups and their competitive dynamics allows us to conclude that: Banks implemented different competitive strategies; Strategic groups have dissimilar resources; and Strategic groups display different strategies. The 2008–2010 period can be considered as a ‘deregulated’ period, the 2011–2013 as a period of ‘imposed regulation’, and the 2014–2016 as a period of ‘strategic consolidation’ with strategic changes that have prompted strategic groupings of the various institutions as consequence of a low mobility barrier strategy.

Strategic Groups in the Portuguese Banking Industry

2019 ◽  
pp. 1-29
Author(s):  
Albérico Travassos Rosário ◽  
Antonio Carrizo Moreira ◽  
Pedro Macedo
Keyword(s):  
Data Collection ◽  
Banking Industry ◽  
Retail Banking ◽  
Strategic Groups ◽  
Competitive Strategies ◽  
Strategic Actions ◽  
Banking Institutions ◽  
Over Time ◽  
Competitive Structure

This chapter analyzes the retail banking behavior in Portugal for the period between 2008 and 2010. The data collection took place through the accounting consultation of the reports and accounts of the years under analysis. The selected variables reflect the strategic actions of retail banking during the period under analysis, and it can be argued that retail banking in Portugal has clear differences among players over time. In particular, banking institutions have different competitive strategies, the strategic groups do not have similar resources, and strategies also differ between strategic groups. This reflects the competitive structure of the national retail banking industry.

Introduction

2017 ◽  
Author(s):  
C. Randall Henning
Keyword(s):  
Euro Area ◽  
European Central Bank ◽  
International Political Economy ◽  
Euro Crisis ◽  
European Monetary ◽  
Member States ◽  
European Central ◽  
Regime Complex ◽  
The International Monetary Fund ◽  
European Monetary Fund

European governments, against their initial instincts, invited the International Monetary Fund to design financial rescue programs during the euro crisis in cooperation with the European Commission and European Central Bank. These institutions, known as the “troika,” constitute a regime complex in the parlance of international political economy. This book poses four questions about the regime complex for crisis finance in the euro area: Why did European governments choose this particular mix of institutions? What was the strategy of key member states in directing several institutions to collaborate on lending programs? Why did this arrangement endure despite severe conflicts among the institutions? Should the member states of the euro area “go it alone” by creating a European Monetary Fund? This chapter elaborates on these questions and provides an overview of the book.

scholarly journals Strengthening graduate employee commitment through internal marketing in the South African retail banking industry

2017 ◽  
Vol 48 (4) ◽  
pp. 91-105
Author(s):  
M. Roberts-Lombard ◽  
L. Reynolds-de Bruin
Keyword(s):  
South Africa ◽  
Employee Satisfaction ◽  
Affective Commitment ◽  
Banking Industry ◽  
Idea Generation ◽  
Internal Marketing ◽  
Retail Banking ◽  
Survey Method ◽  
Study Results ◽  
Retail Banks

A strong internal marketing strategy can be critical to achieving and sustaining a competitive advantage as well as driving organisational change and enhanced organisational performance. This study sought to determine the influence of internal marketing mix elements on the satisfaction levels of recently employed graduates (GradDPs) within the retail banking industry in South Africa. The study also identified links between the satisfaction of GradDPs and their affective commitment in this context. A census approach to generating data was applied in the study by using a person-administered and an electronic survey method. Regression analysis was used to test the relationships proposed in the study. The results indicated that internal marketing significantly influences GradDP employee satisfaction within retail banks in South Africa and that a positive relationship exists between GradDP employee satisfaction and their affective commitment. The study results allowed for recommendations that retail banks provide training and support programmes to assist managers in developing a more participative style of leading. Such programmes would assist leaders in consulting employees more often and ensuring that they have sufficient autonomy when executing their work. It would also help leaders to create a safer GradDP employee environment that fosters openness, risk-taking and idea generation.

Performance Variations Among Strategic Group Members: An Examination of Individual Firm Capability

1989 ◽  
Vol 15 (4) ◽  
pp. 649-661 ◽  
Author(s):  
Michael W. Lawless ◽  
Donald D. Bergh ◽  
William D. Wilsted
Keyword(s):  
Explanatory Power ◽  
Group Analysis ◽  
Performance Model ◽  
Strategic Groups ◽  
Strategic Group ◽  
Common Strategy ◽  
Firm Capability ◽  
Group Members ◽  
And Performance ◽  
Performance Variations

Because of inconsistent empirical evidence, the membership-performance model pervasive in strategic group analysis is re-examined. We propose that individualfirm capabilities, which reflect capacity to implement or change strategy, moderate the effect of members' shared strategy characteristics on performance. Controlling for market structure, we defined two strategic groups based on common strategy characteristics among 55 manufacturing firms. We found significant differences in performance and capabilities within each group. There was also evidence of a significant correlation between capabilities and performance within each group. We conclude that effects offirms' capabilities should be accountedfor to increase the explanatory power of strategic groups in competitive performance.

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