Morris, Tim and Westbrook, Roy (1996) Technical Innovation and Competitive Advantage in Retail Financial Services: A Case Study of Change and Industry Response. British Journal of Management, 7 (1). pp. 45-61.
Discusses the relationship between information technology innovation and organizational change, looking at the particular roles played by CEOs and top managers; focuses on change at the UK's Midland Bank where a system of district service centres (DSCs) was implemented ahead of time and within budget. Explains the two-year observation study of one DSC, and discusses the rationale behind the concept, looking at growing cost pressures and setting out the DSC plan from feasibility analysis through to implementation. Investigates operational issues, providing a flowchart of the DSC process, and human resources matters, notably how job descriptions, recruitment and training and salaries were affected. Reviews the initial progress of the DSC and the resolution of problems, such as links between the DSC and branches; assesses competitor reactions to the Midland's innovation and identifies reasons for its success, e.g. top management commitment and internal marketing to communicate reasons for change.
|Keywords:||Technological innovations; Banking industry; Management|
|Centre:||Faculty of Operations Management|
|Date Deposited:||24 Jan 2012 21:16|
|Last Modified:||23 Oct 2015 14:06|
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