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Organisational change and the computerisation of British and Spanish savings banks, 1965-2005

Organisational change and the computerisation of British and Spanish savings banks, 1965-2005. J. Carles Maixé-Altés and Bernardo Bátiz-Lazo U niversidad de A Coruña - Spain Bristol Business School - UK. EBHA 2006 WORK IN PROGRESS. DO NOT QUOTE.

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Organisational change and the computerisation of British and Spanish savings banks, 1965-2005

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  1. Organisational change and the computerisation of British and Spanish savings banks, 1965-2005 J. Carles Maixé-Altés andBernardo Bátiz-Lazo Universidad de A Coruña - SpainBristol Business School - UK EBHA 2006 WORK IN PROGRESS. DO NOT QUOTE Material for ‘BANCA’ students - Master in Banking & Finance University of A Coruña Spain Prof. Dr. J. Carles Maixé-Altés

  2. Summary • Our aim • To present findings to date (this is very much research in progress!) • Explore the potential attractiveness of mechanization (including the use of computers) within the move from a retail branch-based organizations to M-form. • Research to date involves • Organisational changes associated with the automation of financial intermediaries in Spain and the UK. • A international comparison in two distinct competitive environments of a successful and an unsuccessful group of savings banks. • Archival research on the evolution of savings banks helps to ascertain how participants in bank markets developed capabilities to compete.

  3. Early computing at the Trustee Savings Banks • Computers TSB: manual operations until 1967 then23 English TSB - use bureau service offered by Post Office (four ICL 4 equipped centres) • 4 largest Scottish TSB - 33joint purchase of Burroughs equipment • TSB Computer Services is established in 1972 (brings in house former bureau service) • By 1982 the TSB has the most advanced database of client information in the UK • But in spite of high level of computerization, the share of the retail banking remained low

  4. III. Spanish Confederation of Savings Banks (CECA) and tecnological change • Competitive collaboration transformed shared experiences,and in turn, the creation of critical mass to effectively contest bank markets • The corner stone of technological change and market contestability in Spanish savings banks was CECA’s Organization, Automation and Service commission (COAS)

  5. ATM networks in Spain (1984-90) • The idea of a computer link was one of COAS’ strategic principles since the early 1970s. • An example of the implementation of this principle was facilitating scale to individual • savings banks by creating networks of payment systems around CECA. • Notable examples include ATMs and EFTPOS from 1980 onwards. Source: CECA and Tirado and Nieto (1991), pp. 121-22.

  6. Savings Banks ATMs in Spain (1986-2000)

  7. Debit and Credit Cards in Spain (1989-2004)

  8. Adoption of IT applications in Spanish savings banks (1968-2005)

  9. Cajeros automáticos en España y Reino Unido (1984-2005) Fuentes: CECA, AEB, Bátiz-Lazo y Maixé-Altés (2006) y Bátiz-Lazo (2007) (*= 2003)

  10. Conclusion • Competitive collaboration can enable the creation of inter-organisational processes and procedures to distribute otherwise inaccessible information. • How similar/different was the process of transformation from retail branch-based system to an M-form organization in UK and Spanish savings banks? • What was the role of CECA and the TSB regional boards? • To what extent did computer technology facilitate migration? • What was the role of financial (i.e. accounting) information to determine performance?

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