CONCLUSION
Managerial and Academic Implications
A clear understanding of the technological, organizational, and environmental factors and impacts of e-banking value can provide firms with the opportunity to understand their own business process characteristics.
Employees of such firms could then benefit from the systematic efforts of managers. As Internet technologies diffuse and become necessities, these organizational and industry-specific capabilities become even more critical (Zhu et al., 2004), meaning that managerial leadership is indispensible. Technology factors, as the most significant factors, require greater attention from managers. Both security and ease of use are vital for customers, but their simultaneous attainment may be difficult. When firms may not have the resources for implementing secure internet services, ties with financial institutions may insure better security services. Financial institutions should thus pay close attention to ease of use when designing and maintaining their websites.Ideas of security and ease of use differ across countries. Thus, respective online banking related innovative dispositions would differ. Inter-organizational and intra-organizational business process must be synergized by understanding cognitive, affective, and cultural/socio-demographic antecedents for supporting global business processes. Overall, managers need to strike a balance between Taiwanese business practices and the foreign contexts in which they operate.
Changes in the ICT can influence employee perceptions of the technology. Managers should focus on developing an environment that can handle the changes induced by IT and to build innovative capability. Top management must be actively involved in generating an innovative culture. It can retain a constant focus on innovation management, encourage employee creativity, and actively monitor the organization’s progress in order to ensure a culture conducive to the constant generation of valuable innovations (Isidre & Jeef, 2010).
Cultivating an innovative culture enables an organization to outperform and also plays a very important role in determining the level of market orientation of an organization (O’Cass & Ngo, 2007). In-depth understanding complexity of the technology is a mandate for managers. Managers would be well-advised to be aware of the technology readiness of employees and adjust the training schedule and management activities to optimize business processes. However, simply providing employees with IT and standardized training may not be sufficient to gain the full benefit of the investment (Walczuch, Lemmink, & Streukens, 2007). When implementing online B2B banking, technology centric inputs themselves might not be enough for employees to perform well. Affective as well as political support from management is also required. Due to the perceived security requirement involved in online B2B banking, despite the presence of electronic channels, virtual or face-to-face relationship building is important (Mathews & Healy, 2006). Managers must put effort into reconciling strategic inter-firm alliances as a part of organizational strategy. Owing to the lack of property rights and unstable institutional environments, firms may strengthen informal ties and pool resources to achieve scale and scope economies that are unavailable otherwise (Mesquita & Lazzarini, 2008), especially in Asia (Mathews & Healy, 2006). Managers using e-banking must determine how to establish and manage strategic coordination with other financial and non-financial firms to enhance collective efficiency. However, the degree of coordination must be known. For smoother and more reliable transactions, managers should choose an appropriate online bank/banking service, since its reach matters when considering overseas market expansion. Firms need to develop trust and reputation for their websites through affiliates and virtual networks (Mathews & Healy, 2006) when expanding abroad.When assessing the impact of values, risk weighing is also necessary (Day & Crask, 2000).
Managers are responsible for identifying custom- izations that will increase the value of e-banking and thus, user satisfaction. The implementation and organization of accelerating capability approach (Al-Jaded & Molina, 2005) is a value creation strategy that firms can adopt for user satisfaction. Further, firms may consider strategic agreements with b anks in order to offer new service avenues to strengthen competitive position. Since personality influences technology use, managers should be aware of managing relationships when initiating new technology (Walczuch et al., 2007) such as e-banking. Firms may turn the positive impact of online B2B banking value into building competencies, but inter-organizational as well as intra-organizational trust development is necessary. Managers have to ensure both strategic and functional fit, so that they can achieve alignment of business and IT infrastructure and strategy to maximize IT investment and performance (Papp, 2004). Strategic recruiting and retaining marketers and managers with meaningful prior computing experience (Stone, Good, & Lori, 2007) may thus be required.Limitations and Future Research
There are several limitations of this study. First, the present study focuses primarily on cognitive factors. Affective factors were not considered in study, but future research may explore theme. Second, we fails to shed light on cultural context where it was conducted, including such aspects language barriers and trust building through relationships (Mathews & Healy, 2006). Future research should explore these elements. Third, in addition to using only 178 samples, all were from Taiwan, limiting generalizibility. Future research could use larger sample sizes collected in other countries. Fourth, multidimensional constructs were used in the TOE framework in order to make it more comprehensive. However, this results in a loss of precision. Future studies can adopt a more focused approach.
Future research may examine other issues for online B2B banking services, such as trust.
Trust is a critical issue in satisfaction and usage, but trust comes primarily from interpersonal relationships in Taiwan, so one theme that needs investigation is how web-based service channels could make contact with interpersonal services. Further research should explore the influence of usage with online B2B banking services in the wider domains of the corporate customer interaction with the bank. Acquiring the benefits from usage of online B2B banking services might be conducive to creating better relationships between the bank and the corporate customer, or may result in higher switching costs. Through these, online B2B banking may be able to indirectly create greater customer loyalty, critical in intensely competitive banking industry. Our results also demonstrate that a great deal of work is necessary to fully comprehend the potential of online banking. Numerous tasks remain to be conducted to robustly comprehend the corporate customer response to online B2B banking service channels.ACKNOWLEDGMENT
The authors thank editor-in-chief, Prof. Sia, and anonymous reviewers for their assistance in editing the paper. Also, the authors would like to thank the National Science Council of Taiwan for financially supporting this research under Contract No.: NSC 101-2410-H-005-008-MY2.
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This work was previously published in Journal of Global Information Management (JGIM), 21(2); edited by Choon Ling Sia, pages 51-71, copyright 2013 by IGI Publishing (an imprint of IGI Global).
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