Date

2012

Author

Durtaş Başpınar, Canan Pelin

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It is not easy to set up a knowledge management system (KMS) in banking due to the size of large services, the variety of products, dealing with large information, serving under high cost pressure and highly competitive market conditions. This thesis proposes that strategic management is a knowledge processing outcome, and should be an integral part of the financial strategic planning (FSP), which is essential in the agility of financial organizations.. This thesis will explore a FSP model that is developed by merging and integrating the two models “The new knowledge management” (Firestone & McElroy, 2003) and “APQC Process Classification Framework” (APQC, 2011). In light of the merged models a measurable indicator set is defined based on the literature and the researcher’s personal experience. To validate the thesis, two case studies have been carried out by using qualitative and a participatory approach in one foreign owned and one jointly controlled bank in Turkey in order to validate the model. Since the case studies consist of specific information on the studied banks, the details are presented separately in a technical paper. The main findings of the case studies show that two different knowledge management (KM) approaches “The new knowledge management” and “APQC Process Classification Framework” can be combined in a unified model which can be used to increase agility in turbulent economic environments.

Subject Keywords

Financial institutions, Financial institutions, Banks and banking, Bank management, Strategic planning, Knowledge management

URI

http://etd.lib.metu.edu.tr/upload/12615081/index.pdf
https://hdl.handle.net/11511/22010

Collections

Graduate School of Social Sciences, Thesis