Leveraging the new infrastructure: how market leaders capitalize on information technology
Leveraging the new infrastructure: how market leaders capitalize on information technology
The Performance Impacts of Quick Response and Strategic Alignment in Specialty Retailing
Information Systems Research
Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders
Information Systems Research
Information Systems Research
Executives' perceptions of the business value of information technology: a process-oriented approach
Journal of Management Information Systems - Special issue: Impacts of information technology investment on organizational performance
Systems Design, Process Performance, and Economic Outcomes in International Banking
Journal of Management Information Systems
The Journal of Strategic Information Systems
Journal of Management Information Systems
A Process-Oriented Perspective on the Alignment of Information Technology and Business Strategy
Journal of Management Information Systems
Competing on Analytics: The New Science of Winning
Competing on Analytics: The New Science of Winning
An Interdisciplinary Perspective on IT Services Management and Service Science
Journal of Management Information Systems
International Journal of Business Information Systems
Journal of Engineering and Technology Management
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With the move to an information-based economy, financial services has become a key contributor to the U.S. gross domestic product. Even as consolidation reduces the number of banks, small banks with under $100 million in assets continue to report higher profit margins than large banks with over $100 million in assets. Lacking scale, small banks employ a service-oriented business strategy (customer intimacy), whereas large banks focus on productivity and throughput (operational excellence). Information technology (IT) plays a key role in applying each strategy, but as banks move toward customer intimacy in general, the challenge is to grow without undermining service quality. Using a balanced panel data set from 43 U.S. banks, this paper finds that banking strategies are becoming more customer focused. Yet for large banks in particular, IT remains resolutely operations focused. This misalignment could restrict future banking performance. In this way, this paper contributes to the service science literature by using size to dissect banking strategies and performance.