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研究生:陳俊煒
研究生(外文):Chen, Jun-Wei
論文名稱:本國商業銀行競爭策略之研究--以世華銀行為例
論文名稱(外文):Exploring Competitive Strategies of Taiwan Domestic Commercial Banks-- A Case of the United World Chinese Commercial Bank
指導教授:朱博湧朱博湧引用關係
指導教授(外文):Po-Young Chu
學位類別:碩士
校院名稱:國立交通大學
系所名稱:管理科學研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:1998
畢業學年度:86
語文別:中文
論文頁數:122
中文關鍵詞:商業銀行競爭策略個案研究創新
外文關鍵詞:BankCompetitive StrategiesCaseInnovation
相關次數:
  • 被引用被引用:9
  • 點閱點閱:231
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:2
以往銀行產業備受法令保護,只要廣設分支機構多,自可占得優勢,享受
超額利潤。然而,經過政府進行一連串金融自由化的措施,不論是銀行設
立的限制、存放款利率的設限,甚至是外商銀行的設立等,已然大幅度的
放寬。在利潤來源上,銀行業所賺取的存、放款利率差距日益縮小;在政
府既定政策--加入世界貿易組織之下,金融國際化致使外國商業銀行的進
駐頻繁。再者,金融法令的放寬,使得間接金融的活絡,使得企業界在融
資方面,有多樣化的選擇。因此,金融業的代表行業--本國商業銀行在法
令未全面開放之際,環境的變化急遽之時,如何進一步尋求競爭利基,是
本研究主要探討的內容。本研究先從銀行經營績效指標與分行數、規模以
及歷史年數來檢視其間的關係,並確認在本國商業銀行,分支機構、歷史
年數、規模此三個因素已非績優的充分條件;其中,世華銀行既非最老的
銀行,亦非最大的銀行,世華銀行的卓越績效績效卻中外共睹。本研究進
而透過深入訪談,以探討其在策略運用上獨特之道。在世華銀行,在在有
其創新之處,例如,在人力資源管理上,最早施行員工入股分紅制度,使
員工的向心力與認同提高;嚴格的內部控管,並實施輪調制度,充分調配
多技能人力資源;在營運方面,世華銀行的異業合作為其創新所在,例如
,證券商、營建商等,使得世華銀行在舊有銀行佔有原有人脈、規模優勢
之環境下,仍可尋求其生存利基。因此,自由化打破老銀行原有的競爭優
勢之後,面對環境與科技急劇變化下,如何有效策略性地運用資源,以創
新的方式持續尋求競爭利基,是我國不同產業所應深思之重要議題,而世
華銀行的個案實證無異提供一具管理意涵之探討方向。
In Taiwan, the environment of the banking industry has
dramatically changed lately as liberalization,
internationalization and information automation continue
reshaping the whole industry. Consequently many banks cannot
sustain their previous competitive advantages. Therefore it
becomes more and more important for individual banks to rethink
how to effectively lever their core competence to create their
unique competitive advantages.Our study has adopted a two-stage
design. In the first stage, we conduct the principal component
analysis to formulate an index that measures banks'' performances
aggregately. Then the 25 Taiwan domestic commercial banks are
compared with one another from 1992 to 1996 using the aggregate
index. The United World Chinese Commercial Bank has been
regarded as the most innovative and profitable domestic
commercial bank from reports both domestically and abroad. The
same ranking result is obtained in our study. In the second
stage, we further interview the top managers of the bank to
explore what and how they do to make them so outstanding.From
the in-depth interview and our empirical study, we can summarize
as follows:1. Taiwan''s domestic commercial banks compete against
one another no longer basing on their size, number of branch
office and history alone.2. A bank''s capabilities of
continuously innovating have determined whether it can sustain
its competitiveness over dynamic environmental changes. The
United World Chinese Commercial Bank has first adopted
innovative human resources management practices such as profit
sharing and job rotation which have highly motivated its
employees. Strategic and operational innovation have
successfully created effective entry barriers and enormous
profits via collaboration among different business.3. Dramatic
environmental changes caused by liberalization,
internationalization and information technology continue
reshaping many industries. The adaptation has driven Taiwan''s
domestic banks to reformulate their business strategies. The
similar adaptation process is occurring in many industries
globally such as the automobile industry, the telecommunication
industry, the information technology industry and so on. From
the findings obtained in our study we concluded a firm has to
continue creating values via innovating itself in order to
survive and prosper.
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