Key Determinants of Successful Implementation of IT in International Commercial Bank

Key Determinants of Successful Implementation of IT in International Commercial Bank

Tarek Hatem (The American University in Cairo, Egypt) and Elham Metwally (Misr International University, Egypt & The American University in Cairo, Egypt)
DOI: 10.4018/978-1-60960-048-8.ch009
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Abstract

This research reports the results of a single case study that covers a successful project of IT implementation in International Commercial Bank (ICB) from the Egyptian banking industry. The case highlights leadership actions, as well as other related factors regarding effectiveness of IT implementation that are linked to strategic competitiveness and value creation. Multiple sources of data were used. Primary sources include in-depth interviews in semi-structured format with industry authorities, IT and retail banking managers, and the bank’s executives in general; whereas, secondary sources of data include annual reports, website information, and financial statements. Findings show that successful implementation was influenced by the interplay of several management practices, which eventually, had an impact on strategic competitiveness through their impact on some in-house attributes; notably, a dominating constructive cultural pattern leading to higher levels of organizational commitment, and the bank’s value chain.
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Background

Successful implementation of IT and achieving strategic competitiveness has always been a challenging goal for banks. To understand the key success determinants of IT implementation in banking, the researchers examined previous literature on strategic competitiveness, literature on the impact of IT as one antecedent to competitiveness, as well as previous studies on mediating factors influencing the relationship between IT resources and strategic competitiveness; namely, challenges facing effective management of IT resources.

Previous researchers on antecedents of strategic competitiveness and value creation (Amit & Shoemaker 1993; Hatem, 2003; Hitt, Ireland, & Hoskisson, 2001; Hofstede, 1980, 1983; Penrose, 1959; Porter, 1985, 1990, and 1999; Rogers, 1983; Schumpeter 1934; Senge 1994; and Wah 2002), emphasized an organization's internal resources, capabilities and core competence, organizational innovativeness, learning organizations, the impact of cultural values and cultural competency on management systems and organizational practices, impact of nations, governments and industries, factors conditions and industry competition, as well as productivity levels. Research of quite a few scholars on the role of IT, being one antecedent of strategic competitiveness, on productivity and profitability of organizations, and consequently competitiveness, has been substantial (Balmer, 1998; Balmer & Soenen 1999; Brand & Duke 1982; Kim & Weiss, 1989; Melewar & Navalekar, 2002; Morisi, 1996; Oster & Antioch, 1995; Swierczek, Pritam, & Bechter, 2005; Radigan, 1996).

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