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The Internet and Deconstruction of the Integrated Banking Model

Lookup NU author(s): Professor Feng Li


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8-13 August 2008The rapid development of information and communication technologies (ICTs), with the Internet being one of the most significant, is shaking the foundation of the banking industry. Simply deploying the Internet as a more efficient distribution channel will not bring sustainable strategic advantages. To compete effectively, banks may need to embrace a new set of strategic priorities, based on the 'unbundling' of banking services and processes, and the 'deconstruction' of the integrated banking model. Such a radical transformation threatens the profitability and survival of some existing incumbent banks, and at the same time, it brings a cohort of new opportunities and powerful new players to the market. This paper reviews existing studies on the use of the Internet in banking, and highlights two prevailing models and the strategic thinking behind them. Based upon recent empirical evidence gathered from in-depth case studies and other information sources in the UK, the paper discusses a number of emerging tendencies and explores possibilities to reconcile the discrepancies between the two prevailing models. The paper calls for a radical departure from existing strategies in the banking industry based on the concept of process integration and service bundling. A new framework is outlined for banks and other financial organizations in developing and evaluating their strategies. The latest evidence suggests that at least eight models of Internet banking, somewhere on the spectrum between the two prevailing models highlighted by previous studies, have emerged in the UK. These models are illustrated briefly in the paper. This is still a rapidly evolving area, and new research is clearly needed to understand the key dynamics of the banking industry in the networked economy. Finally, some themes for further research are highlighted.

Publication metadata

Author(s): Li F

Publication type: Article

Publication status: Published

Journal: British Journal of Management

Year: 2001

Volume: 12

Issue: 4

Pages: 307-322

ISSN (print): 1045-3172

ISSN (electronic): 1467-8551

Publisher: Wiley-Blackwell Publishing Ltd.


DOI: 10.1111/1467-8551.00212


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