我国股份制商业银行战略转型研究
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摘要
随着我国WTO过渡期的结束,国内金融业全面对外开放的趋势不可逆转,我国股份制商业银行腹背受敌,面临来自国内外的多元主体的激烈竞争。在此背景下,2005年以来,国内股份制商业银行纷纷推行战略转型。
文章分为导言、理论基础和实践探讨三大部分,包括导言和五章内容。其中,第一二章是本文的理论基础部分,后面三章则结合国内银行业发展的实际进行探讨。第一章主要对竞争优势的来源及其创造进行分析;第二章探讨了环境变化与战略转型的关系;第三章对我国股份制商业银行的竞争力状况进行分析比较;第四章提出我国股份制商业银行战略转型的动因、机遇和策略;第五章从实践角度对我国股份制商业银行的转型提出相应的措施与建议。
具体来讲,文章内容如下:
导言部分主要就本文研究的背景和目的,相关的代表性理论及其评析,研究的思路方法以及主要观点及有待进一步研究的问题进行了综合介绍。
第一章主要对企业竞争优势的来源和创造机制进行探讨。
本章第一节首先对竞争力和竞争优势进行相应界定。认为,竞争实质上是企业寻求和获取租金的一种理性行为,是企业生存和发展的前提。企业竞争力的本质内涵是指获得相对优势地位的综合能力,反应了竞争性企业间之间生存力的强弱程度,是企业竞争优势的外在表现;而竞争优势是企业竞争力的内在基础,二者在本质上是一致的。
第二节主要是探讨企业竞争优势的一般来源和获得途径。综合国内外文献,无论是竞争优势外生论,还是内生论,其实质都认为企业在市场竞争过程中,不断创造和获取租金,从而获得比其他竞争对手更高的超额利润,最终形成竞争优势。
第三节侧重于探讨动态竞争环境下持续竞争优势的构建。在不确定性环境下,竞争表现为动态竞争,企业的竞争行为呈现出竞争互动的趋势;随着不确定性的加剧,在超竞争环境下,竞争互动导致了企业竞争优势的不断消散。因此,持续的竞争优势必须来自于对原有优势的破坏和不断创造新的优势,创新因之成为企业打破竞争优势暂时性、获得持续竞争力的关键所在。概言之,在新的竞争环境下,企业必须注重对战略环境的认识和分析,战略必须适应环境,在此基础上,才可能通过不断的创造性毁灭活动,即创新,构建出持续性竞争优势。
第二章首先对战略的基本概念加以界定,并在对战略管理理论进行历史回顾的基础之上,进一步探讨战略转型的影响因素。
第一节提出战略实质上是一种选择,企业的最终战略目标是为获取竞争优势。在战略管理过程中,必须同时包含战略制定和执行两个过程,战略的制定必须充分结合企业外部环境和内在实力两个维度。在本节末,企业战略被分为公司战略、业务战略和职能战略三个层次。
第二节对战略管理理论进行历史回顾后,得出结论,认为战略管理实质上是一个不断适应环境变化的动态选择过程,战略成功的关键在于实现企业内外部环境的匹配。
第三节认为企业内部条件和外部环境的变化都要求原有战略发生变革,企业必须时刻关注外部环境的变化,并对原有战略进行主动性调整。
第三章对我国股份制商业银行的竞争力状况进行比较,并探讨提升竞争力的有效途径。
综合国内外文献的观点,企业竞争力可以概括为作为独立经济实体的企业在竞争中,通过不断优化配置自身资源以及充分利用外部环境和资源,与现实或潜在的竞争对手在市场竞争中的系统比较能力。
在此基础上,本文将商业银行的竞争力定义为:商业银行在开放、竞争的市场环境中,通过不断优化配置自身资源及充分利用外部环境和资源,特别是通过整合协调商业银行中的关键性资源而形成的超越对手并且对手难以模仿复制的竞争优势,最终实现经营指标与发展战略目标的能力。
在对商业银行竞争力的基本内涵进行界定之后,第一节对设立了相应的商业银行竞争力指标。
本章第二节循着第一节的思路,分别从现实竞争力和潜在竞争力两个方面与国有银行和国际先进银行进行比较分析,探讨我国股份制商业银行的竞争力状况。结论是:国有银行经过注资、改制上市等改革,尽管在经营效率方面还不如股份制商业银行,但盈利能力得到较大提高,并且拥有规模上的绝对优势,其现实竞争力有较大提升,与股份制商业银行之间的差距正逐渐减小;潜在能力方面,股份制商业银行目前暂时优于国有银行。而与国外先进银行相比,股份制商业银行在治理结构、人才机制、组织机构各方面均有很大差距,无论是现实竞争力,抑或是潜在竞争力方面均处于劣势。
本章第三节通过对股份制商业银行竞争力的影响因素进行具体分析,从而有针对性地提出提升其竞争力的有效途径。
第四章探讨国内股份制商业银行战略转型的动因、机遇和策略。第一节主要探讨战略转型的动因。随着我国WTO过渡期的结束,当前国内商业银行内外部经营环境已发生深刻的变革,面对金融业全面开放后外部环境的重大变化,中小股份制商业银行面临着比国有大型银行更大的竞争压力和生存压力。在资本约束、金融脱媒和利率市场化条件下,国内银行传统发展模式已难以为继,战略转型成为必然。
第二节,在此背景下,股份制商业银行有必要积极推进战略转型,开辟新的业务空间和盈利增长点,实现业务和收入的多元化,提高集约化经营能力,在激烈的同业竞争中获取一定优势。
第三节,为提高竞争力,实现经营效益的持续增长,实现股份制商业银行战略转型的最终目的,根据对战略层次的划分,本文第三分别从公司层、业务层和职能层三个层面探讨股份制商业银行的转型策略。
第五章,从实践角度对战略转型提出具体的措施和建议。本章在前面理论研究的基础上,结合本人的工作实际,提出通过战略转型股份制商业银行提升竞争力的具体措施和建议,即金融创新、引入战略投资者、拓展零售业务和采用平衡记分卡绩效管理系统。
As the ending of transitional period of China’s entrance into WTO in2006, the comprehensive opening has become an irresistible trend for Chinese financial market and the competitions from domestic or overseas parties are becoming fiercer for Chinese joint-stock commercial banks, which have started strategic transformation since 2005.
The paper is divided into three parts, (preface, theoretical foundation and practical analysis), including preface and five chapters. The first two chapters provide the theoretical foundation for the following analysis, while the last three chapters focus on the practical discussions going on with analysis on the development situation of Chinese banking industry. Chapter I introduces the initiation and creation of competing advantage. Chapter II discusses the relationship between strategic transformation and environmental changes. Chapter III analyses and compares the competitiveness of Chinese joint-stock commercial banks. Chapter IV gives the motivations, chances and strategy for Chinese joint-stock commercial banks in their strategic transformation. Chapter V focuses on the measures and suggestions on strategic transformation of Chinese joint-stock commercial banks.
The preface is concerned with an introduction of the background, objectives, prevailing theories, studying methods, and issues that need further research.
Chapter I focus on the initiation and creation mechanism of enterprises competing advantage, including three sections.
Section I separately defines the concept of competitiveness and competing advantage, and get the conclusion that competition is a rational conduct of an enterprise in seeking for or obtaining rents, which is the prerequisite for the enterprise to survive and develop. The essence of enterprise competitiveness refers to a comprehensive capability to win a comparative position, which shows the viability of competing enterprises and is the external expression of the enterprise’s competing advantage. Competing advantage is the internal foundation of the enterprise’s competitiveness. In this sense, competitiveness and competing advantage share the same substance.
Section II mainly discusses the general initiators and the means for an enterprise to get competing advantage. Referring to the domestic and overseas reference, the external or internal factors that explain the generation of competing advantage both essentially reflects that the competing advantage is eventually formed during the process when the enterprise manages to create and obtain rents and wins more exceeding profits than its competing counterparties in the market competitions.
Section III explains the sustainable formation of competing advantage in a dynamic situation . Competition in an uncertain situation is a dynamic competition, and competing conducts of an enterprise has the characteristic of interactive competition. As the uncertainty becomes more and more severe and reaches a hyper-competition level, the interactive competition will continuously reduce the enterprise’s competing advantage. So the sustainable competing advantage shall be established by destroying the old advantage and continuously creating new advantage. Therefore, innovation capability is the key factor for an enterprise to win a sustainable competitiveness instead of a provisional advantage. As a conclusion, in the new competition environment, an enterprise must take enough priority to the analysis of its strategic environment and its strategy must be able to work well with the new environment.
Chapter II defines the basic concepts of strategy and then makes a further discussion on the factors that may effect strategic transformation based on a review of theories of strategic management.
Section I states that strategy actually is a choice of an enterprise and its ultimate strategic objective is to win the competing advantage. Strategy management must include two important phases, the establishment of strategy and the corresponding implementation. The establishment of strategy need to be closely combined with both dimensions of external environment and internal capability. At the end of this section, an enterprise’s strategy is classified into three categories, i.e. corporate strategy, business strategy and functionality strategy.
Section II firstly takes a review of the existing theories of strategic management and then gets a conclusion that strategic management is a dynamic choosing process which adjusts in a bid to meet the environmental changes. The key to success lies on the perfect match between the enterprise’s internal and external environment.
Section III raises the opinion that current strategy must be transformed with the change of the internal and external environment. An enterprise must closely pay attention to the environmental changes and initiate necessary adjustments.
Chapter III compares the competitiveness among Chinese joint-stock commercial banks and discusses the effective means to leverage the competitiveness.
The overseas and domestic materials explain the enterprise’s competitiveness as a systematic comparative capability in a consistent improvement of self-owned resources allocations as well as an effective use of external environment and resources during the enterprise’s competitions with its current or potential peers.
Based on the above analysis, the paper defines the competitiveness of a commercial bank as a capability that a commercial bank has in an opening competitive market to realize its business targets and strategic objectives by consistently improving the allocation of internal resources, taking an effective use of the external environment and resources. The capability especially reflects in its coordination of the key resources, and manages to exceed its competitors and makes the winning model so hard for its competitors to imitate.
Based on above given definition of the basic concept, Section I sets up the criteria for commercial banks’competitiveness.
Following Section I, Section II carries out an analysis on the comparison of Chinese state-owned banks and foreign banks in the aspects of current and potential competitiveness. The conclusion is that although still suffering from their lower operating efficiency, the Chinese state-owned banks have managed to greatly elevate profitability, enjoy the advantage of big size, improve the current competitiveness and the gap laid behind the joint-stock commercial banks has been narrowed after capital injections from P.R.C. government, financial restructuring and IPO. As for the potential competitiveness, joint-stock commercial banks are doing better than state-owned banks for the time being. However, compared with foreign advanced banks, Chinese joint-stock commercial banks still have a long way to go in corporate governance, human resources mechanism, organization structure, etc. And the disadvantage in either current competitiveness or potential competitiveness is obvious.
Section III gives the effective means to raise competitiveness by analyzing the factors that effect the competitiveness of joint-stock commercial banks.
Chapter IV discusses the motivations, chances and strategy of Chinese joint-stock commercial banks in strategy transformation. Along with the ending of transitional period of China’s entrance into WTO in 2006, both internal and external environment have been changed dramatically in Chinese financial industry, and medium or small sized joint-stock commercial banks are facing more pressures than those state-owned commercial banks. In the meanwhile, under the conditions of capital restriction, disintermediation of banking finance and deregulation of interest rate create the new trend , the tradition development model for Chinese banks will never apply to the current market. Therefore, the strategic transformation becomes more and more necessary.
Section II demonstrates that joint-stock commercial banks must take their initiatives in pushing forward the strategic transformation, creating new potential space for business development and profit generating, realizing the multi-resources of business and incomes and raising operating capability in centralized management so as to win a certain advantage in the fierce competition with their peers.
Section III discusses resolutions for joint-stock commercial banks in strategic transformation in the aspects of corporate management, business management and functionality, which improves competitiveness, realizes a continuous growth of operating profits and reaches the ultimate objectives of strategic transformation of joint-stock commercial banks.
Chapter V gives practical resolutions and suggestions of strategic transformation. Combined the previous analysis and my working experience, we can get the practical resolutions and suggestions for joint-stock commercial banks in their strategic transformation, i.e. financial innovation, introducing strategic investors, developing retail banking business and applying Balanced Scoring Card for human resources management.
文章分为导言、理论基础和实践探讨三大部分,包括导言和五章内容。其中,第一二章是本文的理论基础部分,后面三章则结合国内银行业发展的实际进行探讨。第一章主要对竞争优势的来源及其创造进行分析;第二章探讨了环境变化与战略转型的关系;第三章对我国股份制商业银行的竞争力状况进行分析比较;第四章提出我国股份制商业银行战略转型的动因、机遇和策略;第五章从实践角度对我国股份制商业银行的转型提出相应的措施与建议。
具体来讲,文章内容如下:
导言部分主要就本文研究的背景和目的,相关的代表性理论及其评析,研究的思路方法以及主要观点及有待进一步研究的问题进行了综合介绍。
第一章主要对企业竞争优势的来源和创造机制进行探讨。
本章第一节首先对竞争力和竞争优势进行相应界定。认为,竞争实质上是企业寻求和获取租金的一种理性行为,是企业生存和发展的前提。企业竞争力的本质内涵是指获得相对优势地位的综合能力,反应了竞争性企业间之间生存力的强弱程度,是企业竞争优势的外在表现;而竞争优势是企业竞争力的内在基础,二者在本质上是一致的。
第二节主要是探讨企业竞争优势的一般来源和获得途径。综合国内外文献,无论是竞争优势外生论,还是内生论,其实质都认为企业在市场竞争过程中,不断创造和获取租金,从而获得比其他竞争对手更高的超额利润,最终形成竞争优势。
第三节侧重于探讨动态竞争环境下持续竞争优势的构建。在不确定性环境下,竞争表现为动态竞争,企业的竞争行为呈现出竞争互动的趋势;随着不确定性的加剧,在超竞争环境下,竞争互动导致了企业竞争优势的不断消散。因此,持续的竞争优势必须来自于对原有优势的破坏和不断创造新的优势,创新因之成为企业打破竞争优势暂时性、获得持续竞争力的关键所在。概言之,在新的竞争环境下,企业必须注重对战略环境的认识和分析,战略必须适应环境,在此基础上,才可能通过不断的创造性毁灭活动,即创新,构建出持续性竞争优势。
第二章首先对战略的基本概念加以界定,并在对战略管理理论进行历史回顾的基础之上,进一步探讨战略转型的影响因素。
第一节提出战略实质上是一种选择,企业的最终战略目标是为获取竞争优势。在战略管理过程中,必须同时包含战略制定和执行两个过程,战略的制定必须充分结合企业外部环境和内在实力两个维度。在本节末,企业战略被分为公司战略、业务战略和职能战略三个层次。
第二节对战略管理理论进行历史回顾后,得出结论,认为战略管理实质上是一个不断适应环境变化的动态选择过程,战略成功的关键在于实现企业内外部环境的匹配。
第三节认为企业内部条件和外部环境的变化都要求原有战略发生变革,企业必须时刻关注外部环境的变化,并对原有战略进行主动性调整。
第三章对我国股份制商业银行的竞争力状况进行比较,并探讨提升竞争力的有效途径。
综合国内外文献的观点,企业竞争力可以概括为作为独立经济实体的企业在竞争中,通过不断优化配置自身资源以及充分利用外部环境和资源,与现实或潜在的竞争对手在市场竞争中的系统比较能力。
在此基础上,本文将商业银行的竞争力定义为:商业银行在开放、竞争的市场环境中,通过不断优化配置自身资源及充分利用外部环境和资源,特别是通过整合协调商业银行中的关键性资源而形成的超越对手并且对手难以模仿复制的竞争优势,最终实现经营指标与发展战略目标的能力。
在对商业银行竞争力的基本内涵进行界定之后,第一节对设立了相应的商业银行竞争力指标。
本章第二节循着第一节的思路,分别从现实竞争力和潜在竞争力两个方面与国有银行和国际先进银行进行比较分析,探讨我国股份制商业银行的竞争力状况。结论是:国有银行经过注资、改制上市等改革,尽管在经营效率方面还不如股份制商业银行,但盈利能力得到较大提高,并且拥有规模上的绝对优势,其现实竞争力有较大提升,与股份制商业银行之间的差距正逐渐减小;潜在能力方面,股份制商业银行目前暂时优于国有银行。而与国外先进银行相比,股份制商业银行在治理结构、人才机制、组织机构各方面均有很大差距,无论是现实竞争力,抑或是潜在竞争力方面均处于劣势。
本章第三节通过对股份制商业银行竞争力的影响因素进行具体分析,从而有针对性地提出提升其竞争力的有效途径。
第四章探讨国内股份制商业银行战略转型的动因、机遇和策略。第一节主要探讨战略转型的动因。随着我国WTO过渡期的结束,当前国内商业银行内外部经营环境已发生深刻的变革,面对金融业全面开放后外部环境的重大变化,中小股份制商业银行面临着比国有大型银行更大的竞争压力和生存压力。在资本约束、金融脱媒和利率市场化条件下,国内银行传统发展模式已难以为继,战略转型成为必然。
第二节,在此背景下,股份制商业银行有必要积极推进战略转型,开辟新的业务空间和盈利增长点,实现业务和收入的多元化,提高集约化经营能力,在激烈的同业竞争中获取一定优势。
第三节,为提高竞争力,实现经营效益的持续增长,实现股份制商业银行战略转型的最终目的,根据对战略层次的划分,本文第三分别从公司层、业务层和职能层三个层面探讨股份制商业银行的转型策略。
第五章,从实践角度对战略转型提出具体的措施和建议。本章在前面理论研究的基础上,结合本人的工作实际,提出通过战略转型股份制商业银行提升竞争力的具体措施和建议,即金融创新、引入战略投资者、拓展零售业务和采用平衡记分卡绩效管理系统。
As the ending of transitional period of China’s entrance into WTO in2006, the comprehensive opening has become an irresistible trend for Chinese financial market and the competitions from domestic or overseas parties are becoming fiercer for Chinese joint-stock commercial banks, which have started strategic transformation since 2005.
The paper is divided into three parts, (preface, theoretical foundation and practical analysis), including preface and five chapters. The first two chapters provide the theoretical foundation for the following analysis, while the last three chapters focus on the practical discussions going on with analysis on the development situation of Chinese banking industry. Chapter I introduces the initiation and creation of competing advantage. Chapter II discusses the relationship between strategic transformation and environmental changes. Chapter III analyses and compares the competitiveness of Chinese joint-stock commercial banks. Chapter IV gives the motivations, chances and strategy for Chinese joint-stock commercial banks in their strategic transformation. Chapter V focuses on the measures and suggestions on strategic transformation of Chinese joint-stock commercial banks.
The preface is concerned with an introduction of the background, objectives, prevailing theories, studying methods, and issues that need further research.
Chapter I focus on the initiation and creation mechanism of enterprises competing advantage, including three sections.
Section I separately defines the concept of competitiveness and competing advantage, and get the conclusion that competition is a rational conduct of an enterprise in seeking for or obtaining rents, which is the prerequisite for the enterprise to survive and develop. The essence of enterprise competitiveness refers to a comprehensive capability to win a comparative position, which shows the viability of competing enterprises and is the external expression of the enterprise’s competing advantage. Competing advantage is the internal foundation of the enterprise’s competitiveness. In this sense, competitiveness and competing advantage share the same substance.
Section II mainly discusses the general initiators and the means for an enterprise to get competing advantage. Referring to the domestic and overseas reference, the external or internal factors that explain the generation of competing advantage both essentially reflects that the competing advantage is eventually formed during the process when the enterprise manages to create and obtain rents and wins more exceeding profits than its competing counterparties in the market competitions.
Section III explains the sustainable formation of competing advantage in a dynamic situation . Competition in an uncertain situation is a dynamic competition, and competing conducts of an enterprise has the characteristic of interactive competition. As the uncertainty becomes more and more severe and reaches a hyper-competition level, the interactive competition will continuously reduce the enterprise’s competing advantage. So the sustainable competing advantage shall be established by destroying the old advantage and continuously creating new advantage. Therefore, innovation capability is the key factor for an enterprise to win a sustainable competitiveness instead of a provisional advantage. As a conclusion, in the new competition environment, an enterprise must take enough priority to the analysis of its strategic environment and its strategy must be able to work well with the new environment.
Chapter II defines the basic concepts of strategy and then makes a further discussion on the factors that may effect strategic transformation based on a review of theories of strategic management.
Section I states that strategy actually is a choice of an enterprise and its ultimate strategic objective is to win the competing advantage. Strategy management must include two important phases, the establishment of strategy and the corresponding implementation. The establishment of strategy need to be closely combined with both dimensions of external environment and internal capability. At the end of this section, an enterprise’s strategy is classified into three categories, i.e. corporate strategy, business strategy and functionality strategy.
Section II firstly takes a review of the existing theories of strategic management and then gets a conclusion that strategic management is a dynamic choosing process which adjusts in a bid to meet the environmental changes. The key to success lies on the perfect match between the enterprise’s internal and external environment.
Section III raises the opinion that current strategy must be transformed with the change of the internal and external environment. An enterprise must closely pay attention to the environmental changes and initiate necessary adjustments.
Chapter III compares the competitiveness among Chinese joint-stock commercial banks and discusses the effective means to leverage the competitiveness.
The overseas and domestic materials explain the enterprise’s competitiveness as a systematic comparative capability in a consistent improvement of self-owned resources allocations as well as an effective use of external environment and resources during the enterprise’s competitions with its current or potential peers.
Based on the above analysis, the paper defines the competitiveness of a commercial bank as a capability that a commercial bank has in an opening competitive market to realize its business targets and strategic objectives by consistently improving the allocation of internal resources, taking an effective use of the external environment and resources. The capability especially reflects in its coordination of the key resources, and manages to exceed its competitors and makes the winning model so hard for its competitors to imitate.
Based on above given definition of the basic concept, Section I sets up the criteria for commercial banks’competitiveness.
Following Section I, Section II carries out an analysis on the comparison of Chinese state-owned banks and foreign banks in the aspects of current and potential competitiveness. The conclusion is that although still suffering from their lower operating efficiency, the Chinese state-owned banks have managed to greatly elevate profitability, enjoy the advantage of big size, improve the current competitiveness and the gap laid behind the joint-stock commercial banks has been narrowed after capital injections from P.R.C. government, financial restructuring and IPO. As for the potential competitiveness, joint-stock commercial banks are doing better than state-owned banks for the time being. However, compared with foreign advanced banks, Chinese joint-stock commercial banks still have a long way to go in corporate governance, human resources mechanism, organization structure, etc. And the disadvantage in either current competitiveness or potential competitiveness is obvious.
Section III gives the effective means to raise competitiveness by analyzing the factors that effect the competitiveness of joint-stock commercial banks.
Chapter IV discusses the motivations, chances and strategy of Chinese joint-stock commercial banks in strategy transformation. Along with the ending of transitional period of China’s entrance into WTO in 2006, both internal and external environment have been changed dramatically in Chinese financial industry, and medium or small sized joint-stock commercial banks are facing more pressures than those state-owned commercial banks. In the meanwhile, under the conditions of capital restriction, disintermediation of banking finance and deregulation of interest rate create the new trend , the tradition development model for Chinese banks will never apply to the current market. Therefore, the strategic transformation becomes more and more necessary.
Section II demonstrates that joint-stock commercial banks must take their initiatives in pushing forward the strategic transformation, creating new potential space for business development and profit generating, realizing the multi-resources of business and incomes and raising operating capability in centralized management so as to win a certain advantage in the fierce competition with their peers.
Section III discusses resolutions for joint-stock commercial banks in strategic transformation in the aspects of corporate management, business management and functionality, which improves competitiveness, realizes a continuous growth of operating profits and reaches the ultimate objectives of strategic transformation of joint-stock commercial banks.
Chapter V gives practical resolutions and suggestions of strategic transformation. Combined the previous analysis and my working experience, we can get the practical resolutions and suggestions for joint-stock commercial banks in their strategic transformation, i.e. financial innovation, introducing strategic investors, developing retail banking business and applying Balanced Scoring Card for human resources management.
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115.唐斌、赵洁,《论股份制商业银行的公司治理》,《上海金融》,2004.05
116.曹建平、姚舜、黄明喜,《平衡记分卡在商业银行及小考核中的运用》,《上海金融》,2004.02
117.杨群,《战略投资者对国有商业银行公司治理的影响》,《新金融》,2006.08
118.伍旭川,《引入战略投资者与我国商业银行改革》,《金融与保险》,2006.08
119.黄建新,《股份制商业银行的股权结构优化问题初探》,《经济与管理》,2006.06
120.吴志峰,《绩效、控股权与战略投资者转型经济银行改革的经验》,《金融与保险》,2006.08
121.葛兆强、连建辉,《体制转轨、金融脱媒与商业银行变革》,《新金融》2006.增刊
123.葛兆强,《战略管理、银行成长与商业银行战略转型》,《广东金融学院学报》,2007.01
124.罗来军、邵亮、罗雨泽,《我国商业银行治理结构改革的现实选择》,《国际商务》(对外经济贸易大学学报),2006.03
125.李松涛,《中小商业银行资本管理的相关分析和建议》,《新金融》,2005.08
126.李晓庆,《对我国银行资本约束的成因剖析及对策建议》,《特区经济》,2006.01
127.郭淑萍、雷宗怀、李艺,《资本约束背景下股份制商业银行战略选择研究》,《北方经济》,2006.01
128.刘元庆,《资本约束、金融脱媒、利率市场化与商业银行战略转型》,《金融论坛》,2006.07
129.王志安、陈惠君,《中小商业银行的竞争战略选择》,《中国金融》,2003.08
130.郭友,《推进综合化经营,提升股份制银行核心竞争力》,《银行家》,2006.10
131.郭友,《加强全面风险管理促进商业银行科学发展》,《中国金融家》,2004.07
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63.项国鹏,《国外战略变革理论述评及其启示》,《当代财经》,2004.06
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65.沈凌,《“动态能力”战略观与商业银行竞争优势新理念》,《现代商业银行导刊》,2004.03
66.孙爱英、刘海潮、李垣,《战略变化理论阐释评述》,《科研管理》,2004.11
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68.陈柳、陈志,《商业银行产业竞争力指标设置初探》,《金融研究》,2002.04
69.李文军,《商业银行竞争力评价模型》,《河南金融管理干部学院学报》,2006.02
70.王宇、谢禹,《商业银行竞争力评价方法研究》,《商业研究》,2005.12
71.《银行家》研究中心《中国商业银行竞争力评价》课题组,《2005-2006中国商业银行竞争力评价》全国性银行篇
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75.徐志宏,《关于我国商业银行经营转型的几个认识问题》,《金融论坛》,2006.09
76.马蔚华,《战略调整:中国商业银行发展的路径选择》,《金融与保险》,2005.05
77.李晶,《中外商业银行竞争力比较及对我国的启示》,《渤海大学学报(哲学社会科学版)》,2005.11
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79.韩振亚,《金融创新的风险及其防范现代金融》,2006.12
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81.宁黎明,《对我国商业银行金融创新的思考》,《中国金融》,2002.11
82.国研网金融研究部,《商业银行中间业务现状分析及对策建议》,《金融中国月度分析报告》,2006.06
83.李平,《我国银行业金融创新的现状与问题》,《上海金融》,2006.06
84.符习安,《以创新提升竞争力》,《金融时报》,2002.3.30
85.李兴智,《论商业银行金融创新的动因及途径》,《金融理论与实践》,2003.05
86.葛颖培,《论我国金融创新模式的转变》,《金融理论与实践》,2003.09
87.黄存明,《论我国银行业金融创新的制度约束》,《金融研究》,2001.07
88.黄湃,《论利率市场化与商业银行金融创新》,《金融理论与实践》,2001.01
89.朱毅峰,《我国银行业的市场竞争、金融创新与风险防范》,《金融论坛》,2004.03
90.陈耀琪、王庆新,《金融业全面开放后银行生存环境有五大变化》,《上海证券报》,2006.10.26
91.郑璇,《国内外商业银行零售银行业务对比及启示》,《海南金融》,2006.10
92.国研网金融研究部(执笔:李正玉),《我国零售银行业务的发展现状、问题及策略》,国研网《金融中国》月度分析报告
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94.薛俊波,滕园,《试论股份制银行的异化及其矫正》,《财经研究》,2002.10
95.王勇,《零售业务:商业银行业务拓展的重要路径》,《河南金融管理干部学院学报》,2006.03
96.夏小华,《我国股份制商业银行经营管理模式反思》,《上海金融》,2006.04
97.葛兆强,《资本约束、风险管理与商业银行成长》,《金融论坛》,2006.02
98.李仁杰,《资本监管约束下的银行经营转型》,《银行家》,2005.08
99.郭友、莫倩,《资本约束与信贷挤压》,《金融研究》,2006.07
100.张来春,《业务流程再造:提升我国商业银行竞争力之路》,《新金融》,2004.03
101.徐金麟,《推进商业银行流程整合再造》,《金融时报》,2003.12.01
102.刘荣,《股份制商业银行竞争力分析》,《江西金融职工大学学报》,2002.02
103.刘金平,《金融脱媒发展背景下中小银行经营策略的研究》,《新金融》,2006.增刊
104.袁云峰、张波,《商业银行经营绩效综合评价体系研究》,《国际金融研究》,2004.12
105.李建军,《我国商业银行企业性绩效评价体系的设计和比较》,《金融论坛》,2004.01
106.张悦玫、栾庆伟,《基于平衡计分卡的战略实施框架研究》,《中国软科学》2003.02
107.曹建平、姚舜、黄明喜,《平衡记分卡在商业银行绩效考核运用中的探讨》,《现代商业银行导刊》,2004.03
108.陈雪松,《平衡计分卡和关键成功要素在战略管理中的运用与整合》,《西安交通大学学报》,2003.03
109.关新红,《构建合理的商业银行绩效评价体系》,《中央财经大学学报》,2003.07
110.吴金梅,《平衡计分卡:企业战略管理的方法》,《经济管理》,2000.08
111.冯浩、王红玲,《基于战略的企业绩效评价体系思考》,《财会通讯》,2006.09
112.朱建武、耿烨,《股份制银行异化与国有商业银行改革路径探析》,《美中经济评论》,2004.07
113.易宪容,《股份制银行法人治理结构的困境》,《财经界》,2000.08
114.刘锡良、刘轶,《提升我国商业银行竞争力:成本领先战略视角》,《金融研究》,2006.04
115.唐斌、赵洁,《论股份制商业银行的公司治理》,《上海金融》,2004.05
116.曹建平、姚舜、黄明喜,《平衡记分卡在商业银行及小考核中的运用》,《上海金融》,2004.02
117.杨群,《战略投资者对国有商业银行公司治理的影响》,《新金融》,2006.08
118.伍旭川,《引入战略投资者与我国商业银行改革》,《金融与保险》,2006.08
119.黄建新,《股份制商业银行的股权结构优化问题初探》,《经济与管理》,2006.06
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