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dc.contributor.advisorBonnet, Marcen_US
dc.contributor.advisorTabchoury, Patricken_US
dc.contributor.authorBarakat, Raghida Khalilen_US
dc.descriptionIncludes bibliographical references (p. 201-261).en_US
dc.descriptionDefense Committee: Directors of research: Field supervisor Marc BONNET, Professor of Management, iaelyon (University of Lyon 3) and ISEOR Research Center, Co-director of the DBA program - Pedagogic supervisor: Patrick TABCHOURY, Ph.D., Co-director of the DBA program - External examiners: Mark HILLON, Principal Consultant, Lafayette Institute - Samia KHENNICHE, Professeure associƩe, CNAM Paris - Omaya KURAN Ziad NEHME, Director of Strategic Planning, University of Balamand Medical Center - Ghassan HAIKAL.en_US
dc.description.abstractBanks frequent need is to enable value rearrangement processes. "To decrease costs and simultaneously enhance customer utility, banks are increasingly focusing on their individual core capabilities while exploring different sourcing options for non-core capabilities. Consequently, they are disaggregating their value chain into independently operable functional units. As communication capabilities reach higher levels of performance and reliability, these functional units are combined across corporate borders." (Homann et al., 2004, p.34). Bank X is weighted with rule and security and, thus, these are traditional organizations. In any case, their contemporary environment progressively remunerates organizational agility. Client needs are developing. Thusly, nowadays bank X is headed to constantly broaden its scope of various activities and services to meet ceaselessly changing client requests which includes joint effort with associates, and even competitors. These new items, activities, services, and relationship regularly require grasping new data frameworks or undertaking frameworks integration, redevelopment, and adjustment. Constantly redeveloping these banking frameworks implies that even the most preservationist banking firms are headed to progress from traditional development towards more agile approaches. From this perspective, the need to enhance business development becomes a significant governance and vital concern in banks. Our study is based on the Socio-Economic Approach to Management (SEAM), an intervention research methodology conducted in a private bank in Lebanon. The intervention research approach we implement is a transformative approach to introducing change in the organization. SEAM is successful because of the implicit use of the elements of transformative learning in SEAM interventions. In SEAM, the objective is to enable managers to change the way they understand management, by supplanting the customary administration display with the one that is formed by financial hypothesis. SEAM focus on both people and economic aspects of the organization, developing human potential which is the source to increasing organizational value, identifying dysfunctions and calculating hidden costs and expedite new typology into bank X future work.en_US
dc.description.statementofresponsibilityRaghida Khalil Barakaten_US
dc.format.extent1 online resource (xiv, 278 pages) :ill., tablesen_US
dc.rightsThis object is protected by copyright, and is made available here for research and educational purposes. Permission to reuse, publish, or reproduce the object beyond the personal and educational use exceptions must be obtained from the copyright holderen_US
dc.subject.lcshBanks and banking--Lebanonen_US
dc.subject.lcshDevelopment banksen_US
dc.titleBusiness development of banking sector through seam methodology : case of Lebanese bankingen_US
dc.contributor.departmentDepartment of Business Administrationen_US
dc.contributor.facultyFaculty of Business and Managementen_US
dc.contributor.institutionUniversity of Balamanden_US
Appears in Collections:UOB Theses and Projects
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