BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Seyed-Javadin Seyed Reza (University of Tehran, Iran), Raei Reza (University of Tehran, Iran), Iravani Mohammad Javad (University of Tehran, Iran), Safari Mohammad (Faculty of Management, University of Tehran, Iran)
Presenting a Conceptual Model to Explain the Role of Strategic Management and Planning in Islamic Banking Competitiveness
International Letters of Social and Humanistic Sciences (ILSHS), 2014, vol. 26, s. 46-56, rys., bibliogr. 31 poz.
Słowa kluczowe
Bankowość islamska, Zarządzanie strategiczne, Konkurencyjność
Islamic banking, Strategic management, Competitiveness
Financial system is the heart of any economy. To superior performance in the national and local level it is essential to have an efficient and convenient banking system. What this study aimed to discuss is that strategic management principles, content and benefits should be considered in order to achieve a higher successfulness in the Islamic banking planning, implementation and control. In today financial services market lack of strategic and long term visions and planning is one of the challenges and problems related to the Islamic banking. Thus this paper aimed at present the theoretical framework to illustrate the key role of strategic management and planning in the Islamic banking successful management and implementation. In order to present the framework this study using qualitative method, based on the detailed literature review and previous researches according to the identified models of both strategic management and competitive advantage final theoretical model has been provided. Strategic management with its unique features is primary designed to help the organization operate successfully in dynamic, complex environment especially in the financial and banking markets. Strategic management links the basic elements of an organization so integrated that breakthrough in turbulent business environment can be achieved. (original abstract)
Pełny tekst
  1. Abdul-Hamid M., Azmi S. M. (2011). The performance of banking during 2000-2009: bank Islam Malaysia Berhad and conventional banking in Malaysia. International Journal of Economics and Management Sciences, 1(1); 09-19.
  2. Asif M., Anjum M. A. (2012). Acceptance of Islamic Banking in Muslim Customers a Comparative Study on Flaws of Interest Based Banking vs Positive Aspects of Islamic Banking. International Review of Management and Business Research, 1(1); 9-17.
  3. Chandler A. (1962). Strategy and Structure: Chapters in the history of industrial enterprise. Doubleday, New York.
  4. Dar H.A., Presley J.R. (2000). Lack of profit loss sharing in Islamic banking: management and control imbalances. International journal of Islamic financial services, 2(2), 1-16.
  5. Denzin N. K., Lincoln Y. S. (Eds.). (2005). The Sage Handbook of Qualitative Research (3rd Ed.). Thousand Oaks, CA: Sage.
  6. Estiri M., Hosseini F., Yazdani H. (2011). Determinants of customer satisfaction in Islamic banking: evidence from Iran. International Journal of Islamic and Middle Eastern Finance and Management, 4(4); 295-307.
  7. Gait A., Worthington A. (2007). An Empirical Survey of Individual Consumer, Business Firms and Financial Institution Attitude towards Islamic Methods of Finance. Working Paper Series at University of Wollongong, School of Accounting and Finance, No. 07/08.
  8. Ghemawat P. (2002). Competition and business strategy in historical perspective. Business history review, working paper retrieved from the Social Science Research Network electronic library at:
  9. Gudarzi-Farahani, Y. & Dastan, S.M. (2013). Analysis of Islamic bank's financing and economic growth: A panel cointegration approach. International Journal of Islamic and Middle Eastern Finance and Management, 6(2); 156-172.
  10. Gudarzi-Farahani Y., Sadr S.M.H. (2012). Analysis of Islamic Bank's Financing and Economic Growth: Case Study Iran and Indonesia. Journal of Economic Cooperation and Development, 33(4); 1-24.
  11. Hunger D., Wheelen T. L. (2007). Essentials of Strategic Management (4th Ed.). Upper Saddle River, NJ: Pearson Education.
  12. Jamshidi D., Hussin N. (2012). A conceptual framework for adoption of Islamic Credit Card in Malaysia. Kuwait Chapter of Arabian Journal of Business and Management Review, 2(3); 102-110.
  13. Jamshidi D., Hussin N. (2013). Determining a Conceptual Framework for Adoption of Islamic Credit Card in Context of Malaysia. Journal of Basic and Applied Scientific Research, 3(1); 188-196.
  14. Jamshidi D., Hashemi K., Hussin N., Wan H. L., Mossafa S. (2014). Investigating critical factors influencing acceptance and marketing strategies of Islamic banking services in Malaysia. International Journal of Accounting Research, 1(10); 41-49.
  15. Karbhari Y., Naser K., Shahin Z. (2004). Problems and Challenges Facing the Islamic Banking System in the West: The Case of the UK. Thunderbird International Business Review, 46(5); 521-543.
  16. Ma H. (1999a). Constellation of competitive advantage: components and dynamics. Management Decision, 37(4); 348-356.
  17. Ma H. (1999b). Anatomy of competitive advantage: a SELECT framework. Management Decision, 37(9); 709-718.
  18. Metawa S. A., Almossawi M. (1998). Banking behaviour of Islamic bank customers: perspectives and implications. International Journal of Bank Marketing, 16(7); 299-313.
  19. Mintzberg H. (1987). Why Organizations Need Strategy. California Management Review, 30(1); 25-32.
  20. Nag, R.; Hambrick, D. C. & Chen, M. (2007). What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28(9), 935-955.
  21. Nedelea S., Paun L. A. (2009). The Importance of the Strategic Management Process in the Knowledge-Based Economy. Review of International Comparative Management, 10(1); 95-105.
  22. Porter M. E. (1985). Competitive Advantage. The Free Press.
  23. Porter M. E. (1996). What is Strategy?. Harvard Business Review, 74 (6); 61-78.
  24. Rammal H. G., Zurbruegg R. (2006). Awareness of Islamic banking products among Muslims: The case of Australia. Journal of Financial Services Marketing, 12(1); 65-74.
  25. Safari-Kahreh M., Safari-Kahreh Z. (2012). An Empirical Analysis to Design Enhanced Customer Lifetime Value Based on Customer Loyalty: Evidences from Iranian Banking Sector. Iranian Journal of Management Studies, 5(2); 145-167.
  26. Safari-Kahreh M., Ahmadi H., Hashemi A. (2011). Achieving competitive advantage through empowering employees: An empirical study. Far East Journal of Psychology and Business, 3(3); 26-37.
  27. Safari-Kahreh M., Tive M., Babania A., Hesan M. (2014). Analyzing the Applications of Customer Lifetime Value (CLV) based on Benefit Segmentation for the Banking Sector. Procedia-Social and Behavioral Sciences, 109; 590-594.
  28. Seyed-Javadin S. R., Raei R., Iravani M. J., Safari M. (2014). An explanatory analysis to identify and prioritize the challenges of Islamic Banking implementation: the case of IR Iran. International Letters of Social and Humanistic Sciences, 24; 45-55.
  29. Shayegani B., Arani M. A. (2012). A Study on the Instability of Banking Sector in Iran Economy. Australian Journal of Basic and Applied Sciences, 6; 213-221.
  30. Teece D. J., Pisano G., Shuen A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7); 509-533.
  31. Thambiah S., Ismail H., Malarvizhi C. A. (2011). Islamic Retail Banking Adoption: A Conceptual Framework. Australian Journal of Basic and Applied Sciences, 5(12); 649- 657.
Cytowane przez
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu