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Article
Publication date: 28 June 2022

Masoud Barati, Ehsan Heidari and Ali Karimi

This study aimed to provide a model for evaluating organizational agility in the banking industry in Isfahan using the data envelopment analysis (DEA) approach.

Abstract

Purpose

This study aimed to provide a model for evaluating organizational agility in the banking industry in Isfahan using the data envelopment analysis (DEA) approach.

Design/methodology/approach

This research’s population consists of selected first-class branches of Saderat, Melli, Shahr, Maskan, Keshavarzi, Refah and Tejarat banks. Five branches of each bank and Bank Shahr as a newly established bank with two branches were included in the study. First, a suitable DEA model was selected and then agility inputs and outputs for designing the model were extracted from the literature. The selected model is an output-oriented returns to scale model. Inputs were agility enablers extracted from the A.T. Kearney model, whereas agility results were considered as the output.

Findings

The results showed that of the 32 selected branches, 4 were efficient and 28 were inefficient. In the end, the efficient branches were ranked using the Anderson–Peterson ranking model.

Originality/value

This study tries to provide a model for evaluating the efficiency of bank branches in terms of agility (relative agility) through the DEA technique, considering inputs and outputs of the organizational agility system. Accordingly, the managers can identify the efficiency of bank branches and also they can improve the inefficiency of bank branches.

Details

International Journal of Law and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-243X

Keywords

Article
Publication date: 1 January 1984

J. DAVID DILTZ

Many states still limit or prohibit commercial bank branching. In addition, the McFadden Act prevents banks from branching across state lines. It has been suggested that…

Abstract

Many states still limit or prohibit commercial bank branching. In addition, the McFadden Act prevents banks from branching across state lines. It has been suggested that anti‐branching laws inhibit competition in the banking industry. This follows from the notion that bank markets are localized, and that anti‐branching laws prevent banks from penetrating local markets adjacent to their main offices. Two interesting hypotheses arise from this conjecture. First, do banks operating in unit‐banking states have a profit advantage over their counterparts in states that allow state‐wide branching? And second, is there any significant difference in profitability between banks in limited‐branching states and banks in state‐branching states? In other words, are there diminishing returns to branching deregulation? Research reported in this paper answers these questions.

Details

Studies in Economics and Finance, vol. 8 no. 1
Type: Research Article
ISSN: 1086-7376

Article
Publication date: 1 August 1997

Andreas C. Soteriou and Yiannos Stavrinides

Over the last few years data envelopment analysis (DEA) has been gaining increasing popularity as a performance assessment methodology. DEA has been successfully applied…

2776

Abstract

Over the last few years data envelopment analysis (DEA) has been gaining increasing popularity as a performance assessment methodology. DEA has been successfully applied to bank branch performance evaluation. However, most DEA models which have been developed for bank branch performance assessment do not include service quality as an output. Service quality has been considered by many as the key to gaining competitive advantage and customer loyalty. Develops a DEA model that can be used to provide direction for improvement to branches which do not use their resources in the most efficient way to produce service quality. Focuses on internal customer service quality which is sometimes easier to measure. Presents results from an empirical study undertaken at a bank to demonstrate the applicability of the model.

Details

International Journal of Operations & Production Management, vol. 17 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 February 1997

Gerald P. Dwyer

The available evidence is partly consistent and partly inconsistent with a negative association of branching restrictions and the number of banking offices. In this paper…

Abstract

The available evidence is partly consistent and partly inconsistent with a negative association of branching restrictions and the number of banking offices. In this paper, I present evidence that the failure to consistently find such a negative association of branching restrictions and banking offices is quite robust. I suggest that the endogeneity of the banking restrictions and regulators' unmodeled behavior are the basic source of the inconsistency. I conclude that there is no evidence that suggests substantial changes in the number of banking offices with the introduction of interstate branching.

Details

Managerial Finance, vol. 23 no. 2
Type: Research Article
ISSN: 0307-4358

Article
Publication date: 1 June 1997

Luiz Moutinho, Fiona Davies, Shengliang Deng, Salvador Miguel Peris and J. Enrique Bigne Alcaniz

Although it was predicted that bank branches would quickly become obsolete in a computerized society, the reality is that many full‐service branches are not closing but…

1626

Abstract

Although it was predicted that bank branches would quickly become obsolete in a computerized society, the reality is that many full‐service branches are not closing but rather evolving to meet changing needs. The role of the branch manager is crucial, and is also changing. In particular, managers are expected to take a lead in marketing activities. A questionnaire study was carried out to examine managers’ changing roles, using two samples of branch managers, one from Canada and one from Spain. Managers were asked to rate 21 function variables on their importance in bank management and in facing new market trends. Differences were found between the two samples, as were similarities: both identified managerial ability, strategic autonomy of the branch and business development through increased marketing ability, as important building blocks for the future role of branches and their managers.

Details

International Journal of Bank Marketing, vol. 15 no. 3
Type: Research Article
ISSN: 0265-2323

Keywords

Article
Publication date: 1 December 2000

Jerry A. Thrasher

Describes history of local community and regional branch standards and branch library development in Cumberland County Public Library and Information Center, located in…

Abstract

Describes history of local community and regional branch standards and branch library development in Cumberland County Public Library and Information Center, located in Fayetteville, North Carolina. Outlines services, staffing and square footage for full‐service regional and community branch libraries for an urban or suburban community serving a population of 20,000 to 35,000.

Details

New Library World, vol. 101 no. 7
Type: Research Article
ISSN: 0307-4803

Keywords

Article
Publication date: 1 March 1992

Roger M. Hill

Many retail chains allow stock transfers to take place betweenbranches. Considers the special case where one branch, out of stock of aparticular line, faced with a…

Abstract

Many retail chains allow stock transfers to take place between branches. Considers the special case where one branch, out of stock of a particular line, faced with a customer wanting that specific product and unable to obtain it (in a sufficiently short period of time) through the normal distribution channels, obtains it from another branch in the chain. Argues that this process can be managed and controlled more effectively than is often the case at present, particularly if branch access is made available to central databases.

Details

International Journal of Retail & Distribution Management, vol. 20 no. 3
Type: Research Article
ISSN: 0959-0552

Keywords

Article
Publication date: 1 April 1991

Barry Howcroft

London Clearing Banks (LCBs) are currently endeavouring to improvetheir overall branch delivery system by adopting strategies whichpromote branches as marketing centres…

Abstract

London Clearing Banks (LCBs) are currently endeavouring to improve their overall branch delivery system by adopting strategies which promote branches as marketing centres. This approach is necessary because of the substantial inherent disadvantages associated with the branch network. Branches are expensive and as distribution channels they are less than efficient. This inefficiency stems from the fact that customers need to be “induced” into them and also because branches are relatively inflexible and difficult to adapt to changing market conditions. As a consequence the strategies are identified and discussed, which are currently being implemented by banks in an endeavour simultaneously to improve both customer satisfaction and the efficiency of branch networks by making them more responsive to the needs of the market.

Details

International Journal of Bank Marketing, vol. 9 no. 4
Type: Research Article
ISSN: 0265-2323

Keywords

Article
Publication date: 1 June 1996

T.K. Das

Discusses the experience of a large bank in a developing country when the bank introduced a counsellor role to improve the managerial capabilities of its growing body of…

499

Abstract

Discusses the experience of a large bank in a developing country when the bank introduced a counsellor role to improve the managerial capabilities of its growing body of relatively junior and inexperienced branch managers. Explains how this new counsellor position was designed with the specific objective of avoiding additional managerial levels which would otherwise be necessary for exercising close administrative control over branches run by ill‐equipped managers. Contends that an assessment of the bank’s experience yields useful insights for the development of managers in the context of comprehensive organizational transformation, involving changes to administrative culture in an existing hierarchical structure, particularly as they related to role appreciation and hunger for authority.

Details

Journal of Management Development, vol. 15 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 January 1983

David Buswell

Service is a vital, multi‐dimensional ingredient of the relationship between customers and their bank, or, more especially, their branch. Further, word‐of‐mouth…

Abstract

Service is a vital, multi‐dimensional ingredient of the relationship between customers and their bank, or, more especially, their branch. Further, word‐of‐mouth recommendation is a valuable source of new business and is often based upon the range of services available. It is therefore an important function of branch management to monitor on a daily basis the quality of service given to customers and, more globally, for Head Office management to have available an occasional measure of the levels of service available at individual branches.

Details

International Journal of Bank Marketing, vol. 1 no. 1
Type: Research Article
ISSN: 0265-2323

Keywords

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