1. The impact of structure and managerial perceptions on the new strategic initiatives of Canadian banks
- Author
-
Murray, Alan and Javidan, Mansour
- Subjects
Royal Bank of Canada -- Management ,Bank of Montreal -- Management ,Canadian Imperial Bank of Commerce (Toronto, Ontario) -- Management ,Toronto Dominion Bank -- Management ,Bank of Nova Scotia (Canada) -- Management ,Banking industry -- Management ,Organizational research -- Analysis ,Strategic planning (Business) -- Research ,Business ,Business, general - Abstract
The interaction between strategy and organizational structure is examined at the five largest Canadian banks: Royal Bank of Canada, Bank of Montreal, Canadian Imperial Bank of Commerce, Toronto Dominion Bank, Bank of Nova Scotia. Technological innovation has evolved from being an exogenous variable to being a conscious strategy pursued by the industry. It is misleading to look for the exact casual relationship between strategy and structure, because the two are inextricably bound. Strategy and structure interact over a prolonged period of time to move organizations from a state of uncertainty to one of decisive action. The interaction of strategy and structure is strongly influenced by management's values and perceptions, which are in turn guided by the corporate culture.
- Published
- 1987