The Impact of Interventional Change Techniques on an Internet Banking Cross-functional Team.
Siritanachot, C. (2008). The Impact of Interventional Change Techniques on an Internet Banking Cross-functional Team. (Thesis, Doctor of Philosophy (PhD)). The University of Waikato, Hamilton, New Zealand. Retrieved from https://hdl.handle.net/10289/2532
Permanent Research Commons link: https://hdl.handle.net/10289/2532
This study investigates the team aspects of a process improvement project situated in an Internet banking system maintenance and modification phase. To investigate how team processes could be improved in this context, four interventional change techniques were introduced and implemented during an action research study in which the researcher was included as one of the team members and participated during group meetings and discussions. Internet banking is an important Internet-delivered service which is expected to provide benefits for both commercial banks and bank customers. Internet banking allows bank customers to have the freedom to perform their financial activities at their convenience. Developing, maintaining, and improving Internet banking systems requires large amounts of investment to maintain high levels of Internet banking service quality, and the maintenance and modification phase of the overall lifecycle cost is a considerable part of this investment. Therefore, in order to ensure high levels of usability, reliability, and quality for these Internet banking services, commercial banks need to make significant investments in the maintenance and modification phases of their Internet banking systems' lifecycle. The four interventional change techniques used in this study were: departmental participation, equal participation, holistic scenario, and management support. The four techniques were found to be influential in developing process improvements in the maintenance and modification phase of Internet banking systems. These techniques generated several significant improvements which directly affected the way team members managed their work. The significant contributions of these interventional change techniques were: the creation of cross-functional multilevel teams, development of effective departmental participation and communication techniques, extended scope and knowledge by the team members of Internet banking systems, an increase in team learning and understanding, techniques to change problem structure, and an end to end problem-solving approach. ii These contributions also directly improved the performance of the Internet banking systems maintenance team, and there was a significant improvement in the outcomes of the Internet banking systems maintenance and modification phase.
The University of Waikato
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