Identifying the impact of a technology-oriented strategy on the organizational performance of the banking system: Case study Bank Tejarat

Hoda Shaham; Reza Radfar

doi:10.53730/ijhs.v6nS3.6659

Authors

Hoda Shaham Master student, Department of Technology Management, Faculty of Management and Economics, Islamic Azad University, Science and Research Branch, Iran
Reza Radfar
r.radfar@srbiau.ac.ir
Professor, Department of Industrial Management and Technology, Faculty of Management and Economics, Azad University, Science and Research Branch, Iran

Keywords:

technology-oriented strategy, organizational performance, market-based strategy

Abstract

The current research was conducted with the objective of identifying the effect of a technology-oriented strategy on the organizational performance of a banking system in Bank Tejarat. Regarding its objective, the present research is an applied study. Also, data collection was survey-oriented and cross-sectional, then the study was of survey-oriented correlational research. The statistical population of the study consisted of 532 Bank Tejarat employees in west Tehran branches. According to the Cochran's formula, 223 subjects were considered as the sample required for a population of 532 subjects. These individuals were selected using simple stratified sampling. For data collection, a standard questionnaire developed by Hao and Song (2015) and Miller (1996) was used. The research instrument validity was evidenced through divergent, convergent and content validities. The research instrument reliability was also verified via Cronbach's alpha coefficient, shared reliability and combined reliability. Data were analyzed using structural equation modeling and SmartPLS software. The results showed that technology-oriented strategy had a positive and significant effect on the organizational performance of the banking system (0.505). Also, both market-based strategy (0.560) and technology-oriented strategy (0.519) had a positive and significant effect on the organization performance.

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