The Rise of Emerging Markets’ Financial Market Architecture: Constituting New Roles in the Global Financial Governance

Metzger, Martina; Taube, Günther

doi:10.2139/ssrn.1844444

Cited by 1 publication

(2 citation statements)

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“…In general, authors agree that the South African competitive banking landscape remained strong despite the crisis (IMF, 2010;Metzger and Taube, 2010;Murinde, 2009). Certain financial institutions even took the opportunity to increase their market share (SARB, 2011).…”

Section: Rensburg and Venter 9635mentioning

confidence: 99%

“…Literature dealing with the global financial crisis mostly focuses on the causes of the crisis (Bhattacharya, 2009), the impact and implications of the crisis on different countries and continents (Goldstein and Xie, 2009;Murinde, 2009), financial institutional structures and architecture (Crockett, 2009;Metzger and Taube, 2010;Zhang et al, 2009), the regulatory environment (Bellofiore et al, 2010;Calomiris 2009;Metzger and Taube, 2010;Kamhunga, 2011), lessons learnt from the financial crisis (Demirguc-Kunt et al, 2010;Krueger, 2009), and recommendations for the post-crisis period (Baily and Elliott, 2009;Murinde, 2009). Most of these studies furthermore examined collective reactions by an industry, country or continent.…”

Section: Introductionmentioning

confidence: 99%

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A longitudinal analysis of the corporate strategic stance and actions employed by South African banks in response to the global economic crisis

Rensburg

Venter²

2012

Afr. J. Bus. Manage.

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The South African financial sector largely proved resilient to the consequences of the global financial crisis and did not experience the financial upheaval seen in advanced economies. This paper investigated and compared the strategic stance and actions employed by eight South African banks listed on the Johannesburg Securities Exchange in response to the global crisis. The research was conducted through content analysis of the annual reports of these banks for the periods 2006 through 2011. Findings illustrated that, although structural and industry drivers played a key role in ensuring the relatively unscathed survival of SA banks, banks generally had a clear corporate strategic direction that remained relatively stable during the financial crisis. It was found that the industry was balanced in terms of the strategic positioning of banks. Of the eight banks, four were classified as strong niche players that were categorised as "defenders". The big four banks were classified into two groups. ABSA and Nedbank were categorised as "analysers", since they are generally cautious and conservative in their growth and expansion strategies. FirstRand and Standard Bank were classified as prospectors, since they tend to be more open to new opportunities.

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Section: Rensburg and Venter 9635mentioning

confidence: 99%