Finance and Financial Management Commons^™

Too Small To Forget: An Analysis Of The Changing Banking Industry And The Continuing Importance Of Smaller Institutions, Michael A. Flaherty

Honors Scholar Theses

Since the early 1980s, the United States banking industry has undergone a variety of structural changes. In 1980, there were over 14,000 banking institutions; now, there are about 6,000 institutions remaining. In addition to the declining number of institutions, industry assets have become more highly concentrated in several very large institutions. For example, the percentage of industry assets held by banks with $10 billion or more in assets (adjusted for inflation) has increased from about 46% in 1992 to 80% in 2012.

Many of the structural changes came in response to a changing regulatory environment. Banking regulations began to shift …

Financial Services Innovation: Opportunities For Transformation Through Facial Recognition And Digital Wallet Patents, Debora S. Bartoo

Antioch University Dissertations & Theses

Bringing innovation to the marketplace for new products and services involves creativity, a culture in which change flourishes, and leadership that thrives on transformation and complexity. This study explored the potential for market disruption or change based on innovations involving patents granted to nonfinancial services organizations that could affect financial services, specifically consumer or retail bank products. It involved analyzing documents related to recently granted patents and completing a mixed methods survey integrating the Delphi research technique. This method required multiple iterations of a survey presented to expert panelists or industry thought leaders to attempt to gain consensus ("Consensus", 2011) …

Firm Strategy And The Internet In U.S. Commercial Banking, K. H. Goh, Robert J. Kauffman

Research Collection School Of Computing and Information Systems

As information technology (IT) becomes more accessible, sustaining any competitive advantage from it becomes challenging. This has caused some critics to dismiss IT as a less valuable resource. We argue that, in addition to being able to generate strategic advantage, IT should also be viewed as a strategic necessity that prevents competitive disadvantage in rapidly changing business environments. We test a set of hypotheses on strategic advantage and strategic necessity in the context of Internet banking investments among the entire population of the United States Federal Deposit Insurance Corporation (FDIC) banks from 2003 to 2005. We seek to understand whether …