Conventioanl wisdom in retail banking industry states that firm performance is dependent on higher average process performance. This paper provides empirical evidence that low process variation also contributes significantly to firm financial performance, perhaps even more than process performance itself. This paper estimates process variation and reveals large variation in processes, reflecting large variation in firm strategy and process design.
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Paper provided by Rochester, Business - Operations Management in its series Papers with number
98-01.
Length: 20 pages Date of creation: 1998 Date of revision: Handle: RePEc:fth:robuom:98-01
Contact details of provider: Postal: UNIVERSITY OF ROCHESTER, CENTER FOR MANUFACTURING AND OPERATIONS MANAGEMENT, WILLIAM E. SIMON GRADUATE SCHOOL OF BUSINESS ADMINISTRATION, ROCHESTER NEW YORK 14627 U.S.A. Email: Web page: http://www.simon.rochester.edu/ More information through EDIRC
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