基于信息技术视角的商业银行组织结构模式探析

为适应信息化的发展趋势和客观要求,国内商业银行迫切需要变革组织结构。本文从信息技术的视角出发,分析信息技术的应用对商业银行组织结构的影响．探讨国内商业银行组织结构变革问题,提出“一化二型、三位一体”模式。     

信息技术对商业银行业务流程的影响研究

信息技术应用于银行业是必然的,而且随着信息技术的升级及其解决金融信息问题能力的增强,其对商业银行业务流程的影响日益明显。本文则就信息技术发展对商业银行前、中、后台组织与业务的影响作了相关的研究,并提出对我国商业银行业务流程重塑的建议。     

扁平化管理与商业银行组织结构的创新

商业银行组织结构控制,对商业银行经营活动有着极其重要的影响,建立相互联系、相互制衡的组织结构,对商业银行内部控制至关重要.现代商业银行的组织结构主流模式包括传统的总分行制模式和新兴的扁平化组织模式.当前对我国商业银行组织结构进行扁平化组织再造的呼吁日益激烈,本文首先从这两种组织结构模式比较入手,进而对两种模式下的组织结构控制进行比较评价,提出在扁平化模式下进行组织结构控制创新的对策建议.     

商业银行综合经营的协同效应

综合经营是商业银行战略转型的主要途径,协同效应是商业银行综合经营的理论基石和竞争优势.在分析国际活跃银行综合经营实践基础上,本文分析了七家国际活跃银行综合经营的实践,提出创造协同效应的关键因素为:大投行优势、事业部制主导的组织结构、交叉销售、金融创新、品牌管理、信息技术、地域扩张.最后,建议商业银行应该在国家稳步推进金融业综合经营试点的基础上,不断完善投资银行业务体系和功能,加快构建事业部制主导的组织结构,切实共享资源,大力提高集成创新能力,精心做好品牌开发管理工作.     

对农业银行组织结构扁平化改革的思考

本文在对组织结构扁平化理论及其在西方商业银行的应用进行概括介绍的基础上,对目前农业银行的组织结构进行了分析,进而提出农业银行组织结构扁平化的策略.     

商业银行法人治理结构与风险防范的非对称研究

完善的法人治理结构是商业银行实现审慎经营和风险防范的基础和关键.本文从理念错位、组织模式、终止安排等角度,对我国商业银行法人治理结构与风险防范的非对称性进行了探讨,并提出相应对策建议.     

西方商业银行操作风险管理进程与启示

本文通过对西方主流商业银行操作风险管理方面的理念、总体架构、组织结构、管理方法和工具、管理的信息系统建设等方面的研究,提出了如何借鉴西方商业银行的有效经验指导我国商业银行操作风险管理体系建设.     

创造协同效应:国际活跃银行综合经营的经验

综合经营是商业银行战略转型的主要途径,协同效应是商业银行综合经营的理论基石和竞争优势所在。本文分析了7家国际活跃银行综合经营实践,提出创造协同效应的关键因素:大投行优势、业务线事业部主导的组织结构、交叉销售、技能转移和金融创新、品牌管理、信息技术、地域扩张。最后,建议商业银行在国家稳步推进金融业综合经营试点基础上,不断完善投资银行业务体系和功能,加快构建事业部制主导的组织结构,切实共享资源,大力提高集成创新能力,精心做好品牌开发管理工作。     

中国商业银行再造影响因素的识别与评价

本文从战略、技术、人员、管理、结构、资源和环境7个方面分析了中国商业银行再造的影响因素,并通过实证研究识别出6个影响显著的因子,即客户导向战略、信息技术能力、领导因素、培训和激励、组织协调和市场竞争压力.同时指出在中国商业银行治理结构尚未完善、人员素质普遍较低和传统文化影响下,组织结构正式化、组织结构集权化、员工的支持及参与和组织资源等方面对我国商业银行再造的影响与国外文献的研究结论大相径庭.本结论使银行管理者能够对重要影响因素给予适当的重视和投入,以获得实施再造的理想效果;同时,也揭示了国内一些商业银行再造没有实现预期目标的原因.     

创造协同效应:国际活跃银行综合经营的经验北大核心CSSCISSCI

综合经营是商业银行战略转型的主要途径,协同效应是商业银行综合经营的理论基石和竞争优势所在。本文分析了7家国际活跃银行综合经营实践,提出创造协同效应的关键因素:大投行优势、业务线事业部主导的组织结构、交叉销售、技能转移和金融创新、品牌管理、信息技术、地域扩张。最后,建议商业银行在国家稳步推进金融业综合经营试点基础上,不断完善投资银行业务体系和功能,加快构建事业部制主导的组织结构,切实共享资源,大力提高集成创新能力,精心做好品牌开发管理工作。     

关于商业银行IT审计问题的研究

随着我国国有商业银行公司治理和股改上市步伐的加快,开展由独立的IT审计师进行的IT审计已迫在眉睫。本文介绍了IT审计的发展历程,就IT审计的定义、国际标准框架体系、相关的IT标准进行了初步探讨和研究。并在对商业银行IT审计进行理论和实践探讨的基础上,就未来我国商业银行IT审计工作的开展提出了一些前瞻性的看法,即遵循先进的国际审计标准,突出技术特色和风险导向,进行IT审计人员的技术角色划分,大力开展非现场IT审计,建立国际标准框架下的具有各商业银行特色的IT标准和规范体系,这样才能达到IT审计和IT治理的真正目的。     

商业银行操作风险管理组织架构存在问题探讨

作为风险管理系统的商业银行操作风险管理,操作风险的风险管理理念、策略和政策都需要通过具体的风险管理部门来实施,独立的操作风险管理组织架构是操作风险管理战略得以落实、政策得以实施、过程得以体现的保障。本文通过对我国商业银行操作风险管理组织架构现状的分析,以及与国际活跃银行在操作风险管理组织架构实践的比较,探讨了我国商业银行操作风险管理组织架构存在的主要问题,为恰当的操作风险管理组织架构设计提供前提准备。     

商业银行集团法律风险防控机制研究

本文在深入调研国际大型银行集团法律风险管理经验的基础上,归纳出中国商业银行集团面临的主要法律风险：多法域司法管辖和跨行业监管规制增加法律风险暴露的广度与深度;复杂的集团架构加大公司治理机制与股东意志传导路径的构建难度;集团风险的内部传导效应对法律风险分散管理模式提出挑战;监管改革最新导向及集团统一品牌策略使金融消费者权...     

ISCA模型——IT治理视角下的解析

本文在会计管理信息化的ISCA模型基础上,从当前我国会计管理信息化发展中面临的问题出发,结合国际上IT治理方面的理论和方法,从IT治理的视角对ISCA模型进行了解析,认为当前我国会计管理信息化应从注重技术和设备转向注重提高治理水平、重视总体规划和组织保证;解析了建立信息系统内部控制制度的内涵、主体和依据,从信息化流程和会计审计流程两个角度较全面地介绍并辨析了当前主要的相关规范或标准,提出企业实施标准认证是完善信息系统内部控制制度的重要途径;区分了信息系统审计的三大主体并明确了各主体工作的相关重点。     

展望2009

刚刚过去的2008年.对我国的银行业意味着什么?在雪灾、地震、奥运这些重大事件发生时,银行业的IT信息系统经历了严峻的考验。温故而知新,金融风暴之后的2009年银行信息化将会面临哪些挑战?如何推进信息化建设又好又     

IT use,productivity, and market power in banking

Information management is a core process in banking that can resolve information asymmetries and thereby help to mitigate competitive pressure. We test if the use of information technology (IT) contributes to bank output, and how IT-augmented bank productivity relates to differences in market power. Detailed bank-level information on the use of IT reveals a substantial upward bias in bank productivity estimates when ignoring banks’ IT expenditures. IT-augmented bank productivity correlates positively with Lerner markups. A mere increase in IT expenditures, however, reduces markups. Results hold across a range of bank output definitions and productivity estimation methods.     

On IT governance structures and their effectiveness in collaborative organizational structures

Organizations today engage in various forms of alliances to manage their existing business processes or to diversify into new processes to sustain their competitive positions. Many of today's alliances use the IT resources as their backbone. The results of these alliances are collaborative organizational structures with little or no ownership stakes between the parties. The emergence of Web 2.0 tools is having a profound effect on the nature and form of these alliance structures. These alliances heavily depend on and make radical use of the IT resources in a collaborative environment. This situation requires a deeper understanding of the governance of these IT resources to ensure the sustainability of the collaborative organizational structures. This study first suggests the types of IT governance structures required for collaborative organizational structures. Semi-structured interviews with senior executives who operate in such alliances reveal that co-created IT governance structures are necessary. Such structures include co-created IT steering committees, co-created operational committees, and inter-organizational performance management and communication systems. The findings paved the way for the development of a model for understanding approaches to governing IT and evaluating the effectiveness for such governance mechanisms in today's IT‐dependent alliances. This study presents a sustainable IT-related capabilities approach to assessing the effectiveness of suggested IT governance structures for collaborative alliances. The findings indicate a favorable association between organizations' IT governance efforts and their ability to sustain their capabilities to leverage their IT resources. These IT-related capabilities also relate to measures business value at the process and firm level. This makes it possible to infer that collaborative organizations' IT governance efforts contribute to business value.     

Organizational capital, technology adoption and the productivity slowdown

There is evidence linking the productivity slowdown of the 1970s and 1980s to changing patterns of technological adoption related to the spread of information technology (IT). Notably, IT appears to require plant-level reorganization for its full implementation.I develop a general equilibrium model in which organizational capital plays a central role in establishment dynamics, and study its transition path after a shock in the form of an incompatibility between new technologies and previously accumulated plant-level expertise. The behavior of the model is consistent with the structure of the slowdown, as well as the subsequent resurgence. Further applications are discussed.     

Living IT infrastructures — An ontology-based approach to aligning IT infrastructure capacity and business needs

Changes in organizational processes often interact with changes in the IT infrastructure. Accounting for the structural and economic consequences of changes to the modern IT infrastructure remains a challenge, as their complexity can affect more than one business process, and the need to share a common understanding between the IT and the business management challenges current IT governance practices. An integrative perspective of business processes and IT resources would help meet these challenges, but despite some progress such a perspective remains to be developed. This paper proposes a domain ontology – an Ontology for Linking Processes and IT infrastructure (OLPIT) – to model the relationship between IT resources and business processes for the purpose of measuring the business value of IT. The ontology was developed and evaluated in the context of a design research project conducted in the Hilti Corporation, an international manufacturing company, with the aim of defining how IT impacts the business and calculating the cost of IT services used.     

Impact of IT governance mechanisms on organizational agility and the role of top management support and IT ambidexterity

Organizations have increasingly relied on information technology (IT) to remain agile in today’s business environment. This study examines the antecedents of organizational agility by integrating top management support, IT governance mechanisms (i.e., structural, process-based, and relational governance), and IT ambidexterity (i.e., IT exploration and exploitation) into a research model. We test our model using statistical data collected from 326 firms in China. Our findings indicate that top management support positively influences structural, process-based, and relational governance. Results show that process-based and relational governance positively influence IT exploration and exploitation, whereas IT exploration and exploitation positively influence organizational agility. In addition, top management support positively impacts organizational agility through the dual mediation of process-based and relational governance and IT exploration and exploitation. We interpret and discuss these findings as well as their theoretical and practical implications.