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Expertise and InnovationInformation Technology Strategies in the Financial Services Sector$
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Robin Fincham, James Fleck, Rob Procter, Harry Scarbrough, Margaret Tierney, and Robin Williams

Print publication date: 1995

Print ISBN-13: 9780198289043

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198289043.001.0001

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Context and Methods of the Study

Context and Methods of the Study

Chapter:
(p.25) 2 Context and Methods of the Study
Source:
Expertise and Innovation
Author(s):

Robin Fincham

James Fleck

Rob Procter

Harry Scarbrough

Margaret Tierney

Robin Williams

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198289043.003.0002

During the 1980s, the financial services sector had an impact on performance and employment in the economy of the United Kingdom as a whole. The sector also had a paradoxical combination of technological potential and organizational conservatism that made the management of expertise a problem of acute importance. On the one hand, it already had the highest level of investment in information technology (IT) and the forecast impact of future IT use was staggering. On the other, those who joined the swelling ranks of information systems (IS) workers in financial services found their employing organizations dominated by conservative professional groupings like bankers and actuaries. Much of the competition between IS functions and other expert groups was expressed in the organizational shaping of innovation processes, but the sector itself played an important part in defining the terrain of competition. This chapter describes that sectoral context and presents case studies on the retail end of financial services to explain the forms of innovation within the sector.

Keywords:   financial services, information technology, innovation, information systems, competition, expertise, management

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