E-Banking Management: Issues, Solutions, and Strategies

E-Banking Management: Issues, Solutions, and Strategies

Mahmood Shah (University of Central Lancashire, UK) and Steve Clarke (University of Hull Business School, UK)
Release Date: May, 2009|Copyright: © 2009 |Pages: 310|DOI: 10.4018/978-1-60566-252-7
ISBN13: 9781605662527|ISBN10: 1605662526|EISBN13: 9781605662534|ISBN13 Softcover: 9781616926144
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The provision of services on the Internet has expanded the field of e-banking to reach all major banks around the world.

E-Banking Management: Issues, Solutions, and Strategies focuses on human, operational, managerial, and strategic organizational issues in e-banking. A cutting-edge reference source written by a collaboration of international experts, this book provides new theoretical constructs currently underpinning research and practices within the field. In addition, this Premier Reference Source covers significant key elements, relevant perspectives and ideas, and leading theories involving the field of e-banking management.

Topics Covered

The many academic areas covered in this publication include, but are not limited to:

  • Corporate Strategy
  • Customer Relationship Management
  • E-banking management
  • E-banking technologies
  • Human involvement in e-banking
  • Knowledge Management
  • Managerial view of e-banking
  • Project Management
  • Reasons for implementing e-banking
  • Retail banking services
  • Strategy Development
  • Web site development

Reviews and Testimonials

This book will explore issues critical for success in providing e-banking. The aim is to assist organizations in utilising the opportunities offered by this relatively new set of technologies.

– Mahmood Shah, University of Central Lancashire, UK

Table of Contents and List of Contributors

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This book will explore issues critical for success in providing e-banking. The aim is to assist organizations in utilising the opportunities offered by this relatively new set of technologies. This book largely restricts itself to the organizational view of the problem, and is therefore primarily focused on organizational internal factors. External factors, such as the political or economical environment in which an organization operates, are well covered in other publications and will not be repeated in detail here.

It is not intended that the book should replace texts on existing management practices in its focused field, but rather that it be used as a complement to them. The main target audiences include undergraduate as well as postgraduate students of business administration, general management and technology management as well as practitioners of e-banking. The expected contributions to the academic community include development of a deeper understanding of the issues involved in e-banking as well as practical suggestions on how to tackle these issues. Apart from the introductory chapter, all other chapters are written as independent pieces so readers of this book can choose to consult the part of the book which is most relevant to the problem in hand.

E-banking forces most financial institutions to re-examine their systems and practices and to look for new ways to deliver their services over the Web. To do that effectively they seek to improve work flow, reduce paper work, provide online document imaging for users and create industry wide standards in order to improve cost efficiencies and profitability. This leads to many technical, managerial and strategic issues. Chapters 1, 2 and 3 present an overview of these issues, which will be covered in greater depth in subsequent chapters.

E-banking related technical issues may include developing an infrastructure to ensure 24 hours availability, integrating backend, front end and other supporting tools to create a seamless experience for the customer, and collection/analysis of data which enables the provision of timely information to the management for effective decision making. These issues are covered in chapters 4, 7 and 8.

Managerial issues include maximizing the generation of Internet revenue and differentiating a bank’s services and products from other banks. Banks may fail if they are thinking only of providing low cost transactions. Re-organizing teams, departments or even the whole organization may also come into management’s remit. Managing e-commerce projects, employing new ways of product development, marketing and selling to satisfy the needs of increasingly sophisticated customers are some of the key management challenges as well as complying with national, regional (such as European Union) and international regulations. These issues are covered in chapters 5, 6, 7, 8, 9, 10 and 11.

Strategic issues include determining the overall direction of the business, dealing with changes in the market, developing industry wide alliances for products/services development, and re-structuring organizations to cope with new business models. These issues are covered in Chapter 7, 8, 10 and 11. Chapter 12 is summary of issues and solutions covered in this book

Problems such as security, dealing with cyber-crimes, threats from new entrants to markets such as Internet only banks or supermarkets are also be covered in relevant sections of the text.

Author(s)/Editor(s) Biography

Mamood Shah is regional director, Institute of International Business (IIB) & SL at the Lancashire Business School. Previously he has held academic posts at Cranfield University and the University of Hertfordshire, both in the United Kingdom. He has also acted as a consultant to several UK and International banks on e-banking management related issues. He received a PhD in e-banking from Brunel University, a MRes in Innovative Manufacturing from Cranfield University and a BSc (Hons) in Information Systems from University of Bedfordshire, all in the United Kingdom. He has published papers in several high quality journals such as the European Journal of Information Systems and the International Journal of Information Management. His other research interests include mobile government, online security and technology alignment.
Steve Clarke, Ph.D.received a BSc in Economics from The University of Kingston Upon Hull, an MBA from the University of Luton, and a PhD in human centred approaches to information systems development from Brunel University (UK). He is a professor of Information Systems in the University of Hull Business School (UK). He has extensive experience in management systems and information systems consultancy and research, focusing primarily on the identification and satisfaction of user needs and issues connected with knowledge management. His research interests include: social theory and information systems practice; strategic planning; and the impact of user involvement in the development of management systems. Professor Clarke is the co-editor of two books, Socio-Technical and Human Cognition Elements of Information Systems, 2003 published by Idea Group Publishing, and Beyond Knowledge Management, 2004 published by Idea Group Publishing.