Strategic alliances & competitive edge: Insights from Spanish & UK banking histories
This research assesses the success of collaboration agreements through changes in competitive strength rather than the longevity of the transactions or the formality and visible structure of the agreements. To establish competitive strength, as development and renewal of capabilities, the research proceeds through a review of the alliance between the Co-operative Permanent Building Society, the Co-operative Wholesale Society, Scottish Co-operative Wholesale Society and Co- operative Insurance Society (1943-65). This co-operative agreement gives insights into the strategy of non-banks and non-finance participants aiming to enter British bank markets. The research also considers the rather different process at Spanish savings banks with a particular focus on information technology outsourcing (1977-95). Cases in the UK and Spain form an historical argument and are used to demonstrate how the implementation of strategy is as important as strategic visioning to achieve competitive advantage in bank markets.
|Date of creation:||10 Nov 2002|
|Date of revision:|
|Note:||Type of Document - pdf; to print on HP/PostScript/Franciscan monk|
|Contact details of provider:|| Web page: http://126.96.36.199|
When requesting a correction, please mention this item's handle: RePEc:wpa:wuwpeh:0211003. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (EconWPA)
If references are entirely missing, you can add them using this form.