Cross Border Strategies SIJ.pdf (311.24 kB)
An examination of cross-border strategies in banking
journal contribution
posted on 2014-05-20, 13:34 authored by Barry Howcroft, Rehan ul-Haq, Chris CarrThe paper examines the process of bank internationalisation and explores how banks become international organisations and what this involves. It also makes an assessment of the significance of their international operations and determines whether banks are truly global organisations. The empirical data are based on the 60 largest banks in the world and content analysis is used to categorise the information into the eight international strategies of Atamer, Calori, Gustavsson, and Menguzzato-Boulard [Internationalisation strategies. In R. Calori, T. Atamer, & P. Nunes (Eds.), The dynamics of international competition – from practice to theory, strategy series (pp. 162–206). London: Sage (2000)] and Bryan, Fraser, Oppenheim, and Rall [Race for the World strategies to build a great global firm. Boston, MA: Harvard Business School Press (1999)]. The findings suggest that the majority of banks focus on countries or geographic regions in which they have some sort of cultural or economic affinity. Moreover, apart from a relatively small number of very large banks, they are international rather than truly global organisations.
History
School
- Business and Economics
Department
- Business
Citation
HOWCROFT, B., UL-HAQ, R. and CARR, C., 2011. An examination of cross-border strategies in banking. The Service Industries Journal, 31 (13), pp. 2091 - 2109.Publisher
© Taylor and FrancisVersion
- AM (Accepted Manuscript)
Publication date
2011Notes
This is an Accepted Manuscript of an article published by Taylor & Francis Group in The Services Industries Journal on 28/09/10, available online at: http://dx.doi.org/10.1080/02642069.2010.504815ISSN
0264-2069Publisher version
Language
- en