The Impact of Applying IT on the Performance of Banks

• Main Authors: Ping-Chang Tsai, 蔡秉璋
• Other Authors: Chia-Pin Chen
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/3v3gt5

碩士 === 靜宜大學 === 企業管理研究所 === 91 === To survive in the intensive competition, it is essential for companies to run their business with the competitive advantages. Therefore, many businesses improve their performance by applying information technology (IT). Banking sector is one of the industries that apply heavily IT. Although some domestic banks with sound performance usually have explicit strategies and make use of IT very well, the conclusions of IT''s effects on the business performance are not consistent. An important reason is that most studies emphasize only the direct effects of the IT on performance, and ignore the possible indirect effects. This paper tries to explore both the direct effects and the indirect effects caused by operational-level activities by employing Path Analysis. The major empirical results demonstrate that: 1. IT is identified to have first-order effects on operational-level variables. The higher amount of transactions per ATM, the higher operational-level performance bank generated. However, IT expenditure is negatively related to the operational-level variables. 2. Regarding the direct effects of IT on bank performance, the amount of transactions per ATM is negatively related to the ratio of expense, and the average salary of information staff is negatively related to the ROA, and the proportion of information staff is also negatively related to the ROE. 3. For the indirect effects between IT and bank performance, the demand deposits per employee, the time deposits per employee, the commercial loans per employee and the profit before tax per employee are the most important intermediate variables. That means managers should notice the change of these operational-level variables when introducing IT. 4. According to the spurious effects, we conjecture that there still exist many factors which are not included in this study in the relation between operational-level activities and bank performance.