湯明哲臺灣大學：國際企業學研究所Chen, Shiou-YuShiou-YuChen2007-11-282018-06-292007-11-282018-06-292004http://ntur.lib.ntu.edu.tw//handle/246246/60381Abstract For over two decades, researchers in financial and economic field have been preoccupied with finding the unsettled issues of relational or transactional banking oriented through economic modeling with different assumptions. However, there are still left lots of puzzles unanswered. For instance, which banking orientation will let bank’s performance better off? Whether the relationship bank system survive competitive pressures in this highly competitive environment or not? Lots past researches predominately conceptualized lender-borrower relationship from a narrow view of economic angle; the lending-borrowing relationships should be investigate from a boarder lens. In this study, we adopt a strategic perspective to analyze the banking strategic choices and incorporate the environmental factor to enrich the relationship between different strategic choices and bank’s performance. According to the financial panel data of individual bank in Taiwan 1992-2002, we found several conclusions of this study: 1. Generally Speaking, adopting relational banking strategy can enjoy better performance, specifically, the intensity of effects on performance are following the sequence of different banking strategy, that is strong-form relational banking, middle-form relational banking, weak-form relational banking, and on the contrary, if a bank adopting transactional banking strategy, then it will get relative poor performance. 2. Adopting relational banking strategy have another effects on restraining the default risks of borrowers, since relational banking take lots of time and cost to monitoring their customers. The empirical results support these arguments with negative relation between NPL and relational banking strategy adoption. 3. The moderate effects of industry competition significantly enhance the relationship between relational banking strategy and banks’ performance. This implies that under more competitive environment, in order to get higher profitability, banks should invest more resources to sustain close relationships with customers. 4. There is a unique finding in this study, there exist a negative relation between age and performance, and it seems to imply the strategic inertia phenomena exist in Taiwan’s banking industry.TABLE OF CONTENTS Acknowledge Ⅰ Abstract Ⅲ List of Tables Ⅷ List of Figures Ⅸ Chapter I Introduction….……………………….………………….......... 1 1.1 Research Motivation…………………………………………. 1 1.1.1 Brief Overview of Taiwan Banking Industry……………….. 7 1.1.2 Nature of Bank-Firm Relationships………………………… 11 1.2 Research Questions………………………………………….. 13 1.3 Potential Contributions of This Study………………………. 18 1.4 Dissertation Structure………………………………………. 21 Chapter II LITERATURE REVIEW……………………………………. 23 2.1 Relational banking: its Definition and Dimensions……….. 24 2.1.1 Dimensions of Relational-Oriented Banking Strategy……... 25 2.2 Pros and Cons of Adopting Relational Banking Strategy….. 27 2.2.1 Relational Banking Strategy and Information-based View... 27 2.2.2 Relational Banking Strategy and Reputation Effects……… 29 2.2.3 Relational Banking Strategy and Product Differentiation… 32 2.2.4 Relational Banking Strategy and Relational-Specific Rents. 34 2.3 Interbank competition and Banking Orientation Strategy... 37 2.4 Inter-Bank Competition and Banking Orientation Strategy (Empirical Evidences)………………………………………... 40 2.4.1 Empirical Finding on Competition and Banking Orientation…………………………………………………… -Foreign Research 40 2.4.2 Empirical Finding on Competition and Banking Orientation -Local research…………………………………. 42 2.5 Summary……………………………………………………… 44 Chapter III Theoretical Arguments and Hypotheses…………………….. 47 3.1 Conceptual Framework……………………………………… 47 3.2 Theoretical Arguments and Hypotheses……………………. 47 3.2.1 The comparison of relational and transactional banking Strategies……………………………………………………… 48 3.2.2 Relational vs. transactional banking strategies and bank performance………………………………………………….. 51 3.2.3 Relational vs. transactional banking strategies and bank performance- moderate by environmental factors………… 59 3.3 Summary……………………………………………………… 61 Chapter IV Research Methodology………………………………………. 64 4.1 Data Collection and Sampling………………………………. 64 4.1.1 Data Collection……………………………………………….. 64 4.1.2 Sampling……………………………………………………… 65 4.2 Constructs and Measurements……………………………… 67 4.2.1 Constructs and operational definition………………………. 67 4.2.2 Measures……………………………………………………… 70 4.3 The Empirical Model………………………………………… 73 Chapter V Empirical Results……………………………………………. 80 5.1 Sample Profiles and Descriptive Statistics, Correlations and Methodological Issues………………………………….. 80 5.1.1 Sample Profiles………………………………………………. 80 5.1.2 Descriptive Statistics…………………………………………. 80 5.1.3 Correlations………………………………………………….. 83 5.1.4 Methodological Issues……………………………………….. 82 5.2 Banking Strategic Choice Effects……………………………. 84 5.2.1 Relational Banking Strategy vs. Transactional Banking Strategy……………………………………………………….. 84 5.3 The Moderate Effects of Environmental Factor…………… 90 5.4 The Control Variables Characteristics……………………… 95 Chapter VI Conclusions…………………………………………………… 97 6.1 Summary of Estimation Results…………………………….. 97 6.2 Comparing with Previous Research………………………… 100 6.3 Managerial Implications…………………………………….. 101 6.4 Limitation of the Current Research………………………… 103 6.5 Direction of Future research………………………………… 104 References ………………………………………………………………… 107 Appendix ………………………………………………………………… 122 VITA ………………………………………………………………… 124669394 bytesapplication/pdfen-US競爭橫斷面與縱斷面資料分析銀行產業關係導向銀行Panel DataCompetitionBanking IndustryRelational Bankingthesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/60381/1/ntu-93-D86724008-1.pdf