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Effect of New Service Modes on Banks
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Effect of New Service Modes on Banks

A special issue of Journal of Risk and Financial Management (ISSN 1911-8074). This special issue belongs to the section "Financial Markets".

Deadline for manuscript submissions: closed (30 September 2022) | Viewed by 6723

Special Issue Editors

Prof. Dr. Kuang-Hsun Shih

E-Mail Website
Guest Editor
CTBC Business School & The Chinese Culture University, Taipei, Taiwan
Interests: intelligent finance; banking operation & management; risk analysis
Prof. Dr. Yi-Hsien Wang

E-Mail Website
Guest Editor
1. Department of Banking & Finance, Chinese Culture University, Taipei 111, Taiwan
2. Master Program of Business Administration in Practice, Chinese Culture University, Taipei 111, Taiwan
Interests: financial econometrics; investment management; decision science; risk analysis
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

The introduction of new service models in the banking industry can indeed offer convenience to customers and attract more potential customers. However, for the banking industry, whether the introduction of new service models will require a lot of resources to build related information systems, reduce the profitability of the external environment, and consume a lot of internal costs is a topic worthy of in-depth discussion and very important for the rapid changes in contemporary information.

The purpose of this Special Issue is to collect research articles which focus on discussing banks’ choice to introduce new service models, investing more actively in information technology related to operations, and quickly facing market responses. The pressure of competition among industries can be used to understand the impact of market investors’ active investment in the banking industry on the company’s value. It is hoped that through the completion of this Special Issue, new contributions to the current research on mobile finance research topics such as the relationship between financial indicators, innovative service theories, and business performance can be achieved.

Prof. Dr. Kuang-Hsun Shih
Prof. Dr. Yi-Hsien Wang
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Journal of Risk and Financial Management is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • Mobile payment
  • Fintech
  • E-banking
  • Banking operation
  • Financial information systems
  • Mobile banking
  • New service modes
  • Mobile commerce
  • Innovation
  • Financial marketing

Published Papers (1 paper)

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Research

26 pages, 544 KiB  
Article
Mapping the Sustainable Human-Resource Challenges in Southeast Asia’s FinTech Sector
by An-Chi Wu and Duc-Dinh Kao
J. Risk Financial Manag. 2022, 15(7), 307; https://doi.org/10.3390/jrfm15070307 - 13 Jul 2022
Cited by 10 | Viewed by 5740
Abstract
The significance of human resources (HRs) has increased with the increasing awareness of sustainability issues and corporate social responsibility. However, the rapidly emerging financial technology (FinTech) sector still presents an HR challenge. Southeast Asia, which accounts for the highest adoption rate of mobile [...] Read more.
The significance of human resources (HRs) has increased with the increasing awareness of sustainability issues and corporate social responsibility. However, the rapidly emerging financial technology (FinTech) sector still presents an HR challenge. Southeast Asia, which accounts for the highest adoption rate of mobile banking, has set new records regarding the number of transactions, as well as funding amount, in recent years. Moreover, borderless financial cooperation, coupled with in-demand tech talents, will rapidly boost the development of the region. Thus, this study explored the new opportunities as well as challenges of a new business model, FinTech, in Southeast Asia’s banking and enterprise sector in the post-COVID-19 era. It also examined how organizations can achieve sustainable development via the interaction of the new operating model with existing ones by developing relevant strategies in the context of the “new normal” working condition. By reviewing the literature on HR management (HRM), we proposed how banking and FinTech companies could supply tech talent with the relevant experience or engage in training projects before recruiting. Additionally, since organizations desire sustainability-minded employees, they offer flexible working arrangements and well-established reward policies that can create remote work performance and retention rates. Being committed to upskilling and reskilling global talent by offering talent mobility opportunities across the organization, as well as by fully embracing the creation of value for cross-cultural talent, companies can support their employees’ long-term career goals and maintain competitive strength. Finally, organizations must focus more on flexible adjustments and cross-domain communication for global talent. Forming strategic alliances with FinTech companies would be an alternative conduit that can ensure that regional laws comply with the local culture and national law, for bias and conflict reduction. Full article
(This article belongs to the Special Issue Effect of New Service Modes on Banks)
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