Strategic Groups in the Portuguese Banking Industry: An Analysis of the 2008-2010 Period

Strategic Groups in the Portuguese Banking Industry: An Analysis of the 2008-2010 Period

Albérico Travassos Rosário (University of Aveiro, Portugal), Antonio Carrizo Moreira (University of Aveiro, Portugal) and Pedro Macedo (University of Aveiro, Portugal)
Copyright: © 2019 |Pages: 29
ISSN: 2327-3429|EISSN: 2327-3437|ISBN13: 9781522589068|ISBN10: 1522589066|EISBN13: 9781522589075
DOI: 10.4018/978-1-5225-8906-8.ch001
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MLA

Rosário, Albérico Travassos, Antonio Carrizo Moreira and Pedro Macedo. "Strategic Groups in the Portuguese Banking Industry: An Analysis of the 2008-2010 Period." Handbook of Research on Corporate Restructuring and Globalization. IGI Global, 2019. 1-29. Web. 11 Jan. 2020. doi:10.4018/978-1-5225-8906-8.ch001

APA

Rosário, A. T., Moreira, A. C., & Macedo, P. (2019). Strategic Groups in the Portuguese Banking Industry: An Analysis of the 2008-2010 Period. In A. Moreira, & P. Silva (Eds.), Handbook of Research on Corporate Restructuring and Globalization (pp. 1-29). Hershey, PA: IGI Global. doi:10.4018/978-1-5225-8906-8.ch001

Chicago

Rosário, Albérico Travassos, Antonio Carrizo Moreira and Pedro Macedo. "Strategic Groups in the Portuguese Banking Industry: An Analysis of the 2008-2010 Period." In Handbook of Research on Corporate Restructuring and Globalization, ed. Antonio Carrizo Moreira and Pedro Silva, 1-29 (2019), accessed January 11, 2020. doi:10.4018/978-1-5225-8906-8.ch001

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Abstract

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.

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