Strategic responses to global challenges: The case of European banking, 1973-2000

Mitchell Larson, Gerhard Schnyder, Gerarda Westerhuis and John Wilson

Business History, 2011, vol. 53, issue 1, 40-62

Abstract: In applying a strategy, structure, ownership and performance (SSOP) framework to three major clearing banks (ABN AMRO, UBS, Barclays), this article debates whether the conclusions generated by Whittington and Mayer about European manufacturing industry can be applied to the financial services sector. While European integration plays a key role in determining strategy, it is clear that global factors were far more important in determining management actions, leading to significant differences in structural adaptation. The article also debates whether this has led to improved performance, given the problems experienced with both geographical dispersion and diversification, bringing into question the quality of decision-making over the long term.

Keywords: ABN AMRO; UBS; Barclays; banks; SSOP framework; strategy; structure; ownership trends; bank performance; European integration; financial liberalisation (search for similar items in EconPapers)
Date: 2011
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Citations: View citations in EconPapers (2)

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DOI: 10.1080/00076791.2011.546660

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