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Technologies In Business Organization

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Question:

Identify Dynamic Capabilities in your Organization. Use Teece, Pisano, and Shuen's paper to Justify Why and How these Capabilities are Contributing to Competitive Advantage and Outline how they differ from resources as Identified by Barney.
 
 

Answer:

Introduction:

The following report is going to analyse the potential changes of technology in business organisation with special reference to the National Commercial Bank of Saudi Arabia. The National Commercial Bank is the second largest bank in the country in the country pioneering Islamic banking and finance in the world.  NCB (National Commercial Bank) of Saudi owns 15% share of Initial Public Offering (IPO) in the country. since the bank has been serving the public since 1953, it has sought for certain infrastructural changes that was driven by the procurement and architecture of technological advancement within the organisation.  Technology in the banking sectors is highly recommended so as to get hold of the national economic and commercial system as well as to investigate the monetary movement in the country as well as the whole world.  Usually banking technology is associated with ICT (Information and Communication Technology) and data Base Management. In order to attract greater number of customers to the bank through the ease of banking performances and customer relations, change in the mode of technology is stringently essential.   Technological changes bring together the innovation of products as well the innovation of process. Both the product and process innovation is amalgamated in order to improve the  customer service and product efficiency of the organisation. Since the bank’s product is its services provided to the customers, the main aim is to be efficient enough in improving the quality through technological intervention.

 

J.B. Barney’s Model of Competitive Advantage:

J.B Barney has looked into the complexities of competitive advantage of an organisation. It needs to be identified whether the case organisation has the dynamic capabilities to make  a certain change in course of technological uses. After the losses during the economic crisis, most of the commercial banks in the world have been seeking technological refuge from the greater organisation so as to restore the positive situation for the sake of commercial and economic ease in the market. according to Teece, dynamic capabilities of the become quite critical and difficult in the development of environments that facilitates international commerce.  In order to overcome the economic shocks the National Commercial Bank has created a design of a model of technological changes so that the economic circulation can be generated.  

Devising strategies for Technological Changes:

Different strategies have been initiated in order to meet the customer demands. These strategies are generally devised by the managers of the organisation. The strategies include customer care service, investment service and loan recovery service. However, certain shift to advanced technology can help the banks recover all the data pertaining to the commercial practices.  According to the scholars like Richard D’aveni, Giovanni Battista and Ken smith, an organisation can develop the temporary advantages on its own through the adoption of new technologies. The difference between competitive advantage and temporary advantage creates a vacuum for the organisation during its commercial performance (Lone,  Aldawood & Bhat, 2017).  

 

Replacement of Older Practice:

The decision of revamping old way of commercial practice in the banking sector with the newly developed ideas depends upon the bank’s approach towards the acceptance of modern technologies.  Banking technologies such as eBanking platform, eCommerce,

In order to serve the clients in a much faster and smoother ways the NCB Saudi has adopted and accepted different technological advantages in its performing course.  Starting from plastic money circulation to cashless economic standards, NCB has been trying to achieve the highest level of excellence thus moving ahead to the competitive advantage (Martins, Oliveira & Popovi?, 2014). The other technological acceptance has been identified through the implementation of remote banking, signature retrieval facilities and centralisation of client information (Johnston & Marshall, 2016).

Dynamic capabilities:

The practice of dynamic capabilities in National Bank of Commerce has been identified in regards to the use of technologies that has been incorporated within their operational structure (Lawrence, 2017). National Bank of Commerce is considered as one of the established financial institutions of Middle East Asia with an extensive service over its different parts. The context of the capabilities correlates to the discourse of corporate turnaround phenomenon. This process involves the appreciation and involvement of more resources in order to determine the perspective of the commercial processes that undergoes in a profitable institution. According to the Schboenberg   and several other scholars, “The resource based view and dynamic capability perspectives could provide insightful lenses to explore turnaround” (Schoenberg et al., 2013).

Resource Status:

The status of the resources helps in determining the competitive proposition depending upon the assets and resources of the organization. Keeping congruency with the views of the competitive regulations has helped in sustaining the advantages of the other firms which deals in the similar type of services. The crucial factors that determine the deployment of integrated information management system can enhance the capability of resource management and supply chain management efficiency. In regards to the technological disruptions, the accessibility of the resource and other infrastructure of the organization retain the possibility of competitive advantage in a commercial setup (Baden-Fuller & Haefliger, 2013).

 


In order to get sustained competitive advantage of the market most of the firms are found to improve their business practices that have been quite influential in capitalising the technological engagement (Nor & Pearson,  2015).  National Commercial Bank of Saudi Arabia has been undergoing a constant process of technological improvement in collaboration with the federal policies. Since there are certain standards set by the government in terms of using technologies in the firms, the bank no doubt facilitates the customer with better level of advancement.  Its resources, capability of using those resources and result of implementation altogether accelerates the speed of performance. There are two major objectives of technological implementation:

  1. i) Increase in the production method
  2. ii) Standardisation of rapid process

Life Cycle:

Life cycle in the technological usage upholds three states:

introduction

growth

maturity

decline

In the period of introduction, newly adopted technologies are at its apex condition. Hence, it accelerates the growth of service delivery to the clients of the bank. On the contrary, it keeps dwindling down at times. At the time of growth of technological usage in the Bank,  the process is made highly standard and the managers can provide innovation in process management. At its maturity stage, the technological usage is sleuthed pertaining to its level of capability.  However, the amount and standardisation of innovation starts dwindling and it flows down in the declining stage.

 

Environmental Analysis:                                              

The first local bank of Saudi Arabia, the National Commercial bank has been one of the major contributors to the sustainable business practices. In case of its changing attitudes towards technologies, the bank has adopted new strategies to contribute to its economic surrounding. In order to strengthen customer relationship, the bank has been creating a new realm of its own so that it can remain undefeated in the market of competition.  National Commercial Bank tries to set a standard of its own so that its further regulations can only be improved up to utter betterment.

Conclusion:

It can thus be concluded that the technological changes in consideration with the understanding of competitive and contemporary advantage in the market, the National Commercial Bank propagates its structural strategies for innovation of technological usage among the internal stakeholders so that the standard of business practice remains upward moving.   

 

Reference:

Baden-Fuller, C., & Haefliger, S. (2013). Business models and technological innovation. Long range planning, 46(6), 419-426.

Hatch, N. W., & Howland, C. (2015, January). When Does Competitive Advantage Improve Customer Welfare?. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 18091). Academy of Management.

Johnston, M. W., & Marshall, G. W. (2016). Sales force management: Leadership, innovation, technology. Routledge.

Lawrence. (2017). jifsjm.org. Retrieved 15 April 2017, from Jifsjm.org. Retrieved 15 April 2017, from https://www.jifsjm.org/downloads/dynamic-capabilities-for-bank-turnaround

Lone, F. A., Aldawood, E. M., & Bhat, U. R. (2017). Comparative Analysis of Customer Satisfaction towards Islamic and conventional banking: An empirical Study from Saudi Arabia. International Review of Management and Marketing, 7(1).   

Martins, C., Oliveira, T., & Popovi?, A. (2014). Understanding the Internet banking adoption: A unified theory of acceptance and use of technology and perceived risk application. International Journal of Information Management, 34(1), 1-13.

Nor, K. M., & Pearson, J. M. (2015). The influence of trust on internet banking acceptance. The Journal of Internet Banking and Commerce, 2007.

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