No abstract

The banking sector globally is saddled with intensified competition. Coupled with global economic situation of little tolerance for inappropriate resources usage, financial institutions have to pursue different strategies to meet the challenges and opportunities of providing quality services to existing customers, attract new customers, improve the turnover of employee, and increase long-term firm performance. Innovation and technology are considered fundamental elements of strategic management. Implementing strategies to achieve a better relationship between technological innovation and financial services are essential. In determining the level of banking technological innovation, the study analyses responses as perceived by customers and employees at branch level of universal banks in Ghana and examines how these perceptions influence their preferences and assessments. 88% of customers and 96% of employees indicated their banks are innovative. 92% of customers will recommend their banks to others, whiles 81% of employee indicated positive innovation impact on profitability. From a logistic regression model, eight (8) factors were found to be significant (p-value <0.05), indicating that customers are more likely to rate banks as innovative for service offering consistency with the latest innovations, product or service quality, new or improved product or service, and products or services features. For bank employees, innovation effect on process, innovation effect on risk management, and innovation effect on employee productivity were identified as the main perceptions for rating their banks as innovative. Practical implications and limitations of the study are also presented.

Abstract-The alignment between information systems strategy and business strategy as an important driver of competitiveness has predominantly been assessed through quantitative methods without exploring in detail factors that influence strategic alignment and their implications for perceived business performance. Most IS-business strategic alignment studies dominantly focus on entire business and IS strategies resulting in many findings that are too general and inconclusive. This study aims at assessing strategic alignment factors, their interrelationships, and how they influence the IS-business alignment and its consequential effect on the performance of six universal banks in Ghana. The study followed the systematic procedure of grounded theory design and adopted qualitative dominant crossover mixed analysis. The findings of the study indicate strategic alignment between information systems strategy and technological innovation impacts positively on the performance of a firm where IT utilization complements resources and capabilities.

No abstract

<p>The key to long-term success in banking is consistent improvement and delivering of quality product and or value-added service that conform to the expectations of customers. IT-innovative products/services and processes (technological innovation) facilitate these key elements of customer satisfaction and critical factors for retaining valued customers. The objective of this paper is to explore the effects of technological innovation on service consistency and the consequential effects on customer satisfaction and loyalty covering seven universal banks in Ghana. The results of the empirically tested model reveal new/improved product/process functionalities, service consistency and innovative product/process satisfaction contribute significantly to customer loyalty (<em>p &lt; 0.001</em>). Service consistency has a marginal higher impact (<em>β </em>= .373) on customer loyalty than the others. Product/process quality contributes significantly (with <em>β</em> ranging from .345 to .742 and <em>p &lt; 0.001</em>) to each of the above three antecedents than all other items.</p>