Interrelationships and consequential effects among technological innovation, service consistency, customer satisfaction and loyalty in banking

Obeng, Asare Yaw; Peter, Mkhize L

doi:10.20525/ijfbs.v6i3.716

Cited by 4 publications

(7 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…It is a measured mechanism of commitment for the stakeholders to a distinctly new or modified market form (Sprong et al, 2021). Technological innovation involves the development or modification of some technology, specifically IT and IJIS 14,3/4 software (Cancer and Mulej, 2006;Hartnell et al, 2011;Obeng and Mkhize, 2017;Ding et al, 2018). The introduction of new business practices to enhance knowledge for an effective workflow is a form of organizational innovation (Ferreira et al, 2019).…”

Section: Drivers Of Innovation In An Organizationmentioning

confidence: 99%

Understanding the drivers of innovation in an organization: a literature review

Dani

Gandhi

2021

IJIS

View full text Add to dashboard Cite

Purpose Innovation is an engine that drives the organization and allows it to outcompete in the economic environment. This paper aims to analyze scientific publications between 1980 and January 2021 concerning innovation indicators at organizational and individual levels. The study identifies 11 unique indicators to evaluate innovation, thus enhancing existing knowledge in the domain. Design/methodology/approach A total of 175 randomly selected journal articles were systematically analyzed. Findings While innovation has received significant attention in the commercial sector, the focus on the construct in academic research has remained relatively narrow. The analysis offers a comprehensive view of innovation drivers at an organizational and individual level. Research limitations/implications The literature review offers a deeper understanding of the indicators of innovation impacting organizational performance. Originality/value The analysis and methodology discussed aim to assist managers, researchers and policymakers in comprehending the various innovation indicators; such understanding may enhance individual and organizational efficiency.

show abstract

Section: Drivers Of Innovation In An Organizationmentioning

confidence: 99%

Understanding the drivers of innovation in an organization: a literature review

Dani

Gandhi

2021

IJIS

View full text Add to dashboard Cite

show abstract

“…In fact, there are other constructs that contribute to the variance in experiential loyalty. Future studies could extend this research by adding constructs such as reputation (Ali et al , 2014), service consistency (Obeng and Peter, 2017), bank image (Alnaser et al , 2017) and experiential value (Wu, H.C., Cheng, C.C. and Ai, C.H., 2018; Wu, Li and Li, 2018) as the antecedents of experiential loyalty.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

What drives experiential loyalty towards the banks? The case of Islamic banks in Indonesia

Cheng²,

Hussein

2019

IJBM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to explore the structural relationship between experiential loyalty and its seven drivers – interaction quality, physical environment quality, outcome quality, affective quality, experiential quality, experiential trust and experiential satisfaction in the context of Islamic banks. Design/methodology/approach The data used in this study were based on a convenience sample of 474 respondents from Jakarta, Bogor and Depok in Indonesia. Findings Interaction quality, physical environment quality and outcome quality positively influence experiential quality, which in turn, leads to experiential trust. Also, experiential trust has a positive influence on experiential satisfaction. Both experiential trust and experiential satisfaction are determinants of experiential loyalty. Practical implications The results will assist Islamic bank management in developing and implementing market-orientated service strategies to increase interaction quality, physical environment quality, outcome quality, affective quality experiential quality, experiential trust and experiential satisfaction in order to increase experiential loyalty. Originality/value This paper provides data that result in a better understanding of the relationships among interaction quality, physical environment quality, outcome quality, affective quality, experiential quality, experiential trust, experiential satisfaction and experiential loyalty in the context of Islamic banks.

show abstract

“…This is usually due to the fact that growth stage is often characterised by higher profits and sales. Aggressive innovations in the infancy stage ripple into the growth stage; significant improvements of the product quality and attributes will have been undertaken to not only to match, but also exceed customer expectations (Obeng & Mkhize, 2017). This causes the spread of positive word-of-mouth about the product which in turn influences the attraction of new customers.…”

Section: Growth-stagementioning

confidence: 99%

Integrated Strategic Analytical Framework for Analysing and Improving A Bank’s Market Performance during Periods of Disruptive Competition

-Adesegha

2024

JEFMS

View full text Add to dashboard Cite

As the Caribbean financial market becomes increasingly competitive as a result of the increasingly more innovative fintech companies and other revolutionary traditional banks’ activities, a critical analysis of the internal and external variables and changes that can undermine a bank’s effective market performance is essential for discerning the improvement strategies that must be adopted. However, the challenge has often arisen from lack of the accurate approach for accomplishing such internal and external analysis. To fill such a gap, this study uses integrative review as one of the techniques of qualitative-content analysis to evaluate different banking performance improvement strategies and strategic management theories. Through such analysis, the study aimed to discern the integrated strategic analytical framework that can be extracted and suggested to the banking executives for analysing and improving a bank’s market performance during periods of disruptive competition. To improve a bank’s effective market performance during periods of enormous disruptions, social construction and re-construction of the merging findings imply that the accurate analysis and response to the unfolding changes in the external trends will require the banking executives to use the three frameworks’ strategic analysis to inform the competitive course of directions that the bank can undertake. The Three-Frameworks’ Strategic Analysis will require the banking executives to evaluate the stage of its industry growth stages in conjunction with the use of Porter’s “Five Forces of Industry Analysis” and Porter’s “Four Corners of Competitors’ Analysis”. Following the accurate understanding of the industry and market dynamics, findings suggest the bank executives can then craft and apply the strategies for leveraging their competitiveness whilst also countering disrupters. Such strategies would require increasing the investment in R&D to introduce novel digital banking technologies as well as the introduction of novel digital financial products/services that respond or even exceed the unfolding customer expectations. Other critical strategies would require the assimilation or nurturing and integrating the most disruptive fintech companies as part of the essential business partners. Once these strategies are being executed, it is essential the banking executives must also analyse the impacts of such strategies on the improvement of a bank’s liquidity and profitability. Basing on such insights, the study enriches the existing theories by offering the Integrated Strategic Analytical Framework that the contemporary banking executives can adopt for analysing and improving a bank’s market performance during periods of disruptive competition. However, future research can still explore how improving employees’ creativity bolsters a bank’s innovativeness to catalyse its effective market performance during periods of disruptive competition.

show abstract

Interrelationships and consequential effects among technological innovation, service consistency, customer satisfaction and loyalty in banking

Cited by 4 publications

References 61 publications

Understanding the drivers of innovation in an organization: a literature review

Understanding the drivers of innovation in an organization: a literature review

What drives experiential loyalty towards the banks? The case of Islamic banks in Indonesia

Integrated Strategic Analytical Framework for Analysing and Improving A Bank’s Market Performance during Periods of Disruptive Competition

Contact Info

Product

Resources

About