New Horizons in Bank Mergers: A Quantum Spherical Fuzzy Decision-Making Framework for Analyzing Islamic and Conventional Bank Mergers and Enhancing Resilience
Abstract
:1. Introduction
2. Background for the Selection of the Model
3. Data and Methodology
3.1. Quantum Spherical Fuzzy Sets with Golden Cut
3.2. The Extension of DEMATEL
4. Results
5. Discussion
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
STXP 1 | ||||||||||||
PBL | MKS | RFS | ISQ | SBS | CTY | MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | FAIR | STRONG | PERFECT | STRONG | FAIR | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | |
MKS | STRONG | STRONG | STRONG | STRONG | FAIR | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | |
RFS | STRONG | STRONG | STRONG | STRONG | STRONG | PERFECT | STRONG | STRONG | STRONG | PERFECT | PERFECT | |
ISQ | STRONG | STRONG | STRONG | PERFECT | PERFECT | FAIR | STRONG | STRONG | STRONG | STRONG | STRONG | |
SBS | STRONG | STRONG | STRONG | STRONG | PERFECT | STRONG | STRONG | STRONG | STRONG | STRONG | PERFECT | |
CTY | STRONG | STRONG | STRONG | STRONG | FAIR | FAIR | STRONG | STRONG | STRONG | STRONG | STRONG | |
MGP | PERFECT | STRONG | PERFECT | PERFECT | STRONG | STRONG | STRONG | PERFECT | PERFECT | PERFECT | PERFECT | |
TNF | PERFECT | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | PERFECT | PERFECT | |
IAH | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | |
FDB | STRONG | STRONG | STRONG | STRONG | FAIR | STRONG | STRONG | FAIR | STRONG | STRONG | STRONG | |
RDP | STRONG | PERFECT | STRONG | STRONG | STRONG | PERFECT | STRONG | STRONG | STRONG | STRONG | STRONG | |
NWD | STRONG | FAIR | STRONG | FAIR | FAIR | STRONG | STRONG | FAIR | STRONG | STRONG | STRONG | |
STXP 2 | ||||||||||||
PBL | MKS | RFS | ISQ | SBS | CTY | MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | STRONG | STRONG | FAIR | STRONG | FAIR | FAIR | FAIR | LOW | FAIR | FAIR | FAIR | |
MKS | STRONG | FAIR | FAIR | FAIR | FAIR | FAIR | FAIR | FAIR | LOW | LOW | LOW | |
RFS | STRONG | STRONG | STRONG | LOW | STRONG | FAIR | FAIR | PERFECT | STRONG | PERFECT | STRONG | |
ISQ | STRONG | STRONG | LOW | STRONG | PERFECT | FAIR | FAIR | FAIR | FAIR | STRONG | FAIR | |
SBS | FAIR | STRONG | LOW | FAIR | FAIR | FAIR | FAIR | FAIR | LOW | FAIR | STRONG | |
CTY | STRONG | STRONG | FAIR | STRONG | STRONG | FAIR | FAIR | STRONG | STRONG | STRONG | STRONG | |
MGP | PERFECT | PERFECT | PERFECT | PERFECT | FAIR | PERFECT | STRONG | PERFECT | PERFECT | PERFECT | PERFECT | |
TNF | STRONG | STRONG | STRONG | STRONG | FAIR | STRONG | FAIR | STRONG | STRONG | PERFECT | PERFECT | |
IAH | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | FAIR | STRONG | STRONG | |
FDB | STRONG | STRONG | FAIR | STRONG | FAIR | STRONG | LOW | FAIR | FAIR | STRONG | STRONG | |
RDP | STRONG | STRONG | STRONG | FAIR | FAIR | STRONG | FAIR | STRONG | STRONG | STRONG | STRONG | |
NWD | STRONG | FAIR | LOW | LOW | LOW | FAIR | LOW | LOW | LOW | FAIR | FAIR | |
STXP 3 | ||||||||||||
PBL | MKS | RFS | ISQ | SBS | CTY | MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | STRONG | STRONG | PERFECT | STRONG | FAIR | PERFECT | PERFECT | STRONG | STRONG | STRONG | STRONG | |
MKS | STRONG | STRONG | PERFECT | STRONG | FAIR | PERFECT | PERFECT | STRONG | STRONG | STRONG | STRONG | |
RFS | STRONG | STRONG | STRONG | STRONG | STRONG | PERFECT | STRONG | STRONG | STRONG | PERFECT | PERFECT | |
ISQ | STRONG | STRONG | STRONG | PERFECT | PERFECT | FAIR | PERFECT | STRONG | STRONG | STRONG | PERFECT | |
SBS | STRONG | STRONG | STRONG | STRONG | PERFECT | STRONG | STRONG | STRONG | STRONG | STRONG | PERFECT | |
CTY | STRONG | STRONG | STRONG | PERFECT | STRONG | FAIR | STRONG | STRONG | STRONG | STRONG | STRONG | |
MGP | STRONG | STRONG | PERFECT | PERFECT | STRONG | STRONG | STRONG | PERFECT | STRONG | STRONG | STRONG | |
TNF | PERFECT | STRONG | STRONG | PERFECT | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | PERFECT | |
IAH | PERFECT | PERFECT | PERFECT | PERFECT | PERFECT | PERFECT | PERFECT | PERFECT | PERFECT | PERFECT | PERFECT | |
FDB | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | |
RDP | STRONG | PERFECT | STRONG | STRONG | STRONG | PERFECT | PERFECT | PERFECT | STRONG | STRONG | STRONG | |
NWD | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | STRONG | |
STXP 4 | ||||||||||||
PBL | MKS | RFS | ISQ | SBS | CTY | MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | NO | STRONG | PERFECT | STRONG | FAIR | STRONG | STRONG | FAIR | STRONG | NO | STRONG | |
MKS | STRONG | LOW | PERFECT | FAIR | PERFECT | LOW | NO | LOW | PERFECT | PERFECT | LOW | |
RFS | STRONG | NO | NO | NO | NO | FAIR | LOW | NO | FAIR | LOW | LOW | |
ISQ | PERFECT | PERFECT | NO | FAIR | PERFECT | FAIR | LOW | NO | PERFECT | PERFECT | FAIR | |
SBS | STRONG | STRONG | NO | PERFECT | PERFECT | FAIR | NO | NO | FAIR | N | LOW | |
CTY | PERFECT | STRONG | NO | PERFECT | PERFECT | LOW | LOW | NO | PERFECT | PERFECT | LOW | |
MGP | STRONG | NO | PERFECT | PERFECT | PERFECT | STRONG | PERFECT | PERFECT | PERFECT | PERFECT | FAIR | |
TNF | LOW | FAIR | NO | PERFECT | STRONG | STRONG | LOW | NO | STRONG | PERFECT | STRONG | |
IAH | LOW | NO | FAIR | STRONG | FAIR | FAIR | PERFECT | STRONG | NO | STRONG | LOW | |
FDB | LOW | STRONG | NO | PERFECT | STRONG | PERFECT | NO | NO | LOW | PERFECT | STRONG | |
RDP | PERFECT | LOW | LOW | PERFECT | FAIR | PERFECT | PERFECT | PERFECT | STRONG | STRONG | STRONG | |
NWD | PERFECT | LOW | NO | LOW | STRONG | FAIR | NO | FAIR | NO | LOW | STRONG | |
STXP 5 | ||||||||||||
PBL | MKS | RFS | ISQ | SBS | CTY | MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | STRONG | LOW | STRONG | FAIR | STRONG | PERFECT | PERFECT | STRONG | LOW | PERFECT | LOW | |
MKS | STRONG | LOW | STRONG | STRONG | STRONG | LOW | NO | LOW | STRONG | STRONG | NO | |
RFS | STRONG | NO | NO | NO | NO | LOW | LOW | NO | FAIR | LOW | LOW | |
ISQ | STRONG | STRONG | NO | FAIR | PERFECT | LOW | STRONG | LOW | PERFECT | STRONG | LOW | |
SBS | STRONG | STRONG | NO | PERFECT | STRONG | LOW | LOW | NO | FAIR | NO | LOW | |
CTY | STRONG | PERFECT | NO | STRONG | STRONG | LOW | LOW | NO | PERFECT | STRONG | LOW | |
MGP | STRONG | LOW | STRONG | FAIR | STRONG | FAIR | STRONG | PERFECT | FAIR | PERFECT | FAIR | |
TNF | LOW | FAIR | NO | STRONG | LOW | STRONG | LOW | NO | STRONG | PERFECT | STRONG | |
IAH | LOW | NO | LOW | STRONG | LOW | STRONG | PERFECT | STRONG | LOW | STRONG | FAIR | |
FDB | LOW | STRONG | NO | STRONG | FAIR | PERFECT | NO | LOW | LOW | PERFECT | STRONG | |
RDP | STRONG | FAIR | LOW | STRONG | LOW | STRONG | STRONG | PERFECT | STRONG | STRONG | PERFECT | |
NWD | LOW | NO | NO | LOW | STRONG | LOW | LOW | STRONG | NO | LOW | STRONG |
KPI | CODE |
---|---|
Resilience with Proactive Financial Strategies | RFS |
Satisfying Customer Needs with Islamic Banking Services | SBS |
Increase in Agility and Human Capital | IAH |
Competitive Market Share | MKS |
New Generation Banking Services for Sustainable Financial Development | NWD |
Technical Requirements, including Technological and Organizational Infrastructure | TNF |
Improvements in Service Quality | ISQ |
Enhancing Customer Loyalty | CTY |
Managerial and Organizational Competencies | MGP |
Information Enhancements of the Customers and Doing Business | FDB |
Future Readiness and Adoptability | RDP |
Continuity of Profit | PBL |
Number | Work Area | Educational Background | Work Experience (years) |
---|---|---|---|
1 | Group Head of Audit | BC and ACAMC | 33 |
2 | Associate Director of Financial Advisory | MBA/CFA | 13 |
3 | CEO | MBA | 25 |
4 | Associate Director | MS | 17 |
5 | Asset Management | Bachelor’s Degree | 13 |
Scheme | Degrees | Numerical Scales | QSFNs |
---|---|---|---|
NO | 0.40 | 1 | |
LOW | 0.45 | 2 | |
FAIR | 0.50 | 3 | |
STRONG | 0.55 | 4 | |
PERFECT | 0.60 | 5 |
PBL | MKS | RFS | ISQ | SBS | CTY | |
PBL | ||||||
MKS | ||||||
RFS | ||||||
ISQ | ||||||
SBS | ||||||
CTY | ||||||
MGP | ||||||
TNF | ||||||
IAH | ||||||
FDB | ||||||
RDP | ||||||
NWD | ||||||
MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | ||||||
MKS | ||||||
RFS | ||||||
ISQ | ||||||
SBS | ||||||
CTY | ||||||
MGP | ||||||
TNF | ||||||
IAH | ||||||
FDB | ||||||
RDP | ||||||
NWD |
PBL | MKS | RFS | ISQ | SBS | CTY | MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | 0.000 | 1.276 | 1.256 | 1.261 | 1.241 | 1.241 | 1.257 | 1.257 | 1.256 | 1.151 | 1.291 | 1.256 |
MKS | 1.236 | 0.000 | 1.260 | 1.257 | 1.244 | 1.257 | 1.278 | 1.310 | 1.260 | 1.267 | 1.267 | 1.278 |
RFS | 1.236 | 1.298 | 0.000 | 1.298 | 1.290 | 1.298 | 1.282 | 1.260 | 1.316 | 1.244 | 1.304 | 1.293 |
ISQ | 1.242 | 1.242 | 1.290 | 0.000 | 1.264 | 1.236 | 1.241 | 1.269 | 1.276 | 1.257 | 1.242 | 1.269 |
SBS | 1.241 | 1.236 | 1.290 | 1.257 | 0.000 | 1.261 | 1.253 | 1.276 | 1.289 | 1.253 | 1.289 | 1.293 |
CTY | 1.242 | 1.242 | 1.289 | 1.246 | 1.250 | 0.000 | 1.243 | 1.260 | 1.298 | 1.246 | 1.242 | 1.265 |
MGP | 1.246 | 1.299 | 1.245 | 1.263 | 1.250 | 1.250 | 0.000 | 1.242 | 1.236 | 1.261 | 1.245 | 1.264 |
TNF | 1.293 | 1.244 | 1.298 | 1.246 | 1.256 | 1.236 | 1.260 | 0.000 | 1.298 | 1.236 | 1.245 | 1.247 |
IAH | 1.280 | 1.316 | 1.269 | 1.242 | 1.269 | 1.250 | 1.247 | 1.242 | 0.000 | 1.295 | 1.242 | 1.269 |
FDB | 1.265 | 1.236 | 1.289 | 1.242 | 1.244 | 1.246 | 1.290 | 1.266 | 1.260 | 0.000 | 1.246 | 1.236 |
RDP | 1.242 | 1.280 | 1.265 | 1.250 | 1.253 | 1.247 | 1.257 | 1.247 | 1.236 | 1.236 | 0.000 | 1.242 |
NWD | 1.267 | 1.266 | 1.290 | 1.255 | 1.256 | 1.253 | 1.278 | 1.253 | 1.290 | 1.260 | 1.241 | 0.000 |
PBL | MKS | RFS | ISQ | SBS | CTY | MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | 0.000 | 0.090 | 0.089 | 0.089 | 0.088 | 0.088 | 0.089 | 0.089 | 0.089 | 0.082 | 0.091 | 0.089 |
MKS | 0.088 | 0.000 | 0.089 | 0.089 | 0.088 | 0.089 | 0.091 | 0.093 | 0.089 | 0.090 | 0.090 | 0.091 |
RFS | 0.088 | 0.092 | 0.000 | 0.092 | 0.091 | 0.092 | 0.091 | 0.089 | 0.093 | 0.088 | 0.092 | 0.092 |
ISQ | 0.088 | 0.088 | 0.091 | 0.000 | 0.090 | 0.088 | 0.088 | 0.090 | 0.090 | 0.089 | 0.088 | 0.090 |
SBS | 0.088 | 0.088 | 0.091 | 0.089 | 0.000 | 0.089 | 0.089 | 0.090 | 0.091 | 0.089 | 0.091 | 0.092 |
CTY | 0.088 | 0.088 | 0.091 | 0.088 | 0.089 | 0.000 | 0.088 | 0.089 | 0.092 | 0.088 | 0.088 | 0.090 |
MGP | 0.088 | 0.092 | 0.088 | 0.089 | 0.089 | 0.089 | 0.000 | 0.088 | 0.088 | 0.089 | 0.088 | 0.090 |
TNF | 0.092 | 0.088 | 0.092 | 0.088 | 0.089 | 0.088 | 0.089 | 0.000 | 0.092 | 0.088 | 0.088 | 0.088 |
IAH | 0.091 | 0.093 | 0.090 | 0.088 | 0.090 | 0.089 | 0.088 | 0.088 | 0.000 | 0.092 | 0.088 | 0.090 |
FDB | 0.090 | 0.088 | 0.091 | 0.088 | 0.088 | 0.088 | 0.091 | 0.090 | 0.089 | 0.000 | 0.088 | 0.088 |
RDP | 0.088 | 0.091 | 0.090 | 0.089 | 0.089 | 0.088 | 0.089 | 0.088 | 0.088 | 0.088 | 0.000 | 0.088 |
NWD | 0.090 | 0.090 | 0.091 | 0.089 | 0.089 | 0.089 | 0.091 | 0.089 | 0.091 | 0.089 | 0.088 | 0.000 |
PBL | MKS | RFS | ISQ | SBS | CTY | MGP | TNF | IAH | FDB | RDP | NWD | |
PBL | 4.537 | 4.664 | 4.693 | 4.627 | 4.625 | 4.613 | 4.647 | 4.646 | 4.686 | 4.587 | 4.640 | 4.655 |
MKS | 4.670 | 4.634 | 4.747 | 4.680 | 4.678 | 4.667 | 4.701 | 4.702 | 4.739 | 4.646 | 4.691 | 4.709 |
RFS | 4.731 | 4.780 | 4.727 | 4.744 | 4.742 | 4.731 | 4.763 | 4.761 | 4.805 | 4.706 | 4.755 | 4.772 |
ISQ | 4.644 | 4.689 | 4.722 | 4.572 | 4.653 | 4.640 | 4.673 | 4.674 | 4.714 | 4.620 | 4.664 | 4.683 |
SBS | 4.678 | 4.722 | 4.756 | 4.687 | 4.604 | 4.674 | 4.707 | 4.708 | 4.748 | 4.652 | 4.700 | 4.718 |
CTY | 4.643 | 4.688 | 4.721 | 4.652 | 4.651 | 4.558 | 4.672 | 4.672 | 4.714 | 4.618 | 4.663 | 4.681 |
MGP | 4.637 | 4.684 | 4.712 | 4.646 | 4.645 | 4.633 | 4.584 | 4.664 | 4.704 | 4.612 | 4.656 | 4.674 |
TNF | 4.656 | 4.698 | 4.732 | 4.662 | 4.662 | 4.649 | 4.683 | 4.600 | 4.724 | 4.627 | 4.673 | 4.690 |
IAH | 4.675 | 4.722 | 4.750 | 4.682 | 4.682 | 4.669 | 4.702 | 4.701 | 4.660 | 4.650 | 4.693 | 4.712 |
FDB | 4.643 | 4.686 | 4.720 | 4.650 | 4.650 | 4.638 | 4.673 | 4.671 | 4.711 | 4.535 | 4.662 | 4.678 |
RDP | 4.623 | 4.669 | 4.699 | 4.631 | 4.631 | 4.618 | 4.652 | 4.651 | 4.689 | 4.597 | 4.561 | 4.659 |
NWD | 4.671 | 4.715 | 4.747 | 4.678 | 4.678 | 4.665 | 4.700 | 4.698 | 4.740 | 4.644 | 4.688 | 4.625 |
Appendix A.1. Expert Questions
- Evaluate the impact of “Continuity of Profit” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Continuity of Profit” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Competitive Market Share” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Resilience with Proactive Financial strategies” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Improvements in Service Quality” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Satisfying Customer Needs with Islamic Banking Services” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Enhancing Customer Loyalty” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Managerial & Organizational Competencies” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Technical Requirements Including Technological and Organizational Infrastructure” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Increase in Agility and Human Capital” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Information Enhancements of the Customers and Doing Business” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “Future Readiness and Adoptability” on “New Generation Banking Services for Sustainable Financial Development”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Continuity of Profit”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Competitive Market Share”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Resilience with Proactive Financial strategies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Improvements in Service Quality”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Satisfying Customer Needs with Islamic Banking Services”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Enhancing Customer Loyalty”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Managerial & Organizational Competencies”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Technical Requirements Including Technological and Organizational Infrastructure”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Increase in Agility and Human Capital”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Information Enhancements of the Customers and Doing Business”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
- Evaluate the impact of “New Generation Banking Services for Sustainable Financial Development” on “Future Readiness and Adoptability”.(A) NONE (B) SOME (C) NORMAL (D) HIGH (E) VERY HIGH
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BSC Perspective | KPIs | References |
---|---|---|
Financial | Continuity of Profit | Bikker & Bos, 2008 [28]; Demirgüç-Kunt & Huizinga, 2000 [29]; Linder & Crane, 1993 [30]; Staikouras & Wood, 2004 [31]; Vong & Chan, 2009 [32]; Gur et al., 2023 [33] |
Competitive Market Share | Behn & Riley Jr., 1999 [34]; Belkhaoui et al., 2014 [35]; Berger & Bouwman, 2013 [36]; Cleverley, 1990 [37]; Rau, 2000 [38] | |
Resilience with Proactive Financial Strategies | Bakir, 2013 [39]; Corbet et al., 2022 [40]; Indupurnahayu et al., 2022 [41]; Khan et al., 2020 [42]; Maddaus, 2020 [43]; Markman & Venzin, 2014 [44]; Aysan et al., 2021 [45], Manisaligil et al., 2023 [46], Smolo et al., 2023 [47] | |
Customer Satisfaction | Improvements in Service Quality | Afthanorhan et al., 2019 [48]; Coelho & Henseler, 2012 [49]; Hernon et al., 1999 [50]; Lenka et al., 2009 [51]; Oh & Kim, 2017 [52]; Succi et al., 2001 [53]; Sureshchandar et al., 2002 [54] |
Satisfying Customer Needs with Islamic Banking Services | Ahmed et al., 2021 [55]; Ali et al., 2009 [56]; Farah, 2017 [57]; Lee & Ullah, 2011 [58]; Metawa & Almossawi, 1998 [59]; Naser et al., 1999 [60]; Aysan et al., 2019 [61] | |
Enhancing Customer Loyalty | Amin et al., 2011 [62]; Bilal et al., 2010 [63]; Coelho & Henseler, 2012 [49]; Ehigie, 2006 [64]; Fry et al., 1973 [65]; Lenka et al., 2009 [51] | |
Internal Business | Managerial and Organizational Competencies | Alkhazali et al., 2020 [66]; Chen & Vashishtha, 2017 [67]; Çetin et al., 2012 [68]; Kamukama et al., 2017 [69]; Aysan et al., 2009 [70], Mufti et al., 2016 [71]; Salman et al., 2020 [72] |
Technical Requirements, including Technological and Organizational Infrastructure | Haleem & Kevin, 2018 [73]; Hickson et al., 1969 [74]; Khazanchi & Arora, 2016 [75]; Linder & Crane, 1993 [30]; Ringim et al., 1993 [76] | |
Increase in Agility and Human Capital | Alkhazali et al., 2020 [66]; Brueller et al., 2018 [77]; Hassan & Lukman, 2020 [78]; Larsson & Finkelstein, 1999 [79] | |
Learning and Growth | Information Enhancements of the Customers and Doing Business | Chen & Vashishtha, 2017 [67]; DeLong & DeYoung, 2007 [80]; Houston et al., 2001 [81]; Panetta et al., 2009 [82]; Piloff & Santomero, 1998 [8]; Zollo & Singh, 2004 [83] |
Future Readiness and Adaptability | Bajaj, 2009 [84]; Davis, 2000 [85]; Marshall, 1960 [86]; Smith & Walter, 1998 [87] | |
New Generation Banking Services for Sustainable Financial Development | Ahmed et al., 2015 [88]; Fauzi et al., 2010 [89]; Houston & Shan, 2022 [90]; Neffati et al., 2011 [91]; Olson & Pagano, 2005 [92]; Smith, 2010 [93] |
BSC Perspective | Dimensions | KPIs | # | Details |
---|---|---|---|---|
Financial | Performance (D1) | Continuity of Profit | C1 | Profit and its Consistency, Earning Quality, Profitability Ratios |
Competitive Market Share | C2 | Market Share, Rivals, Competitiveness | ||
Resilience with Proactive Financial Strategies | C3 | Risk Management, Capital Adequacy, Strong Financial Discipline, Clear Strategy, Productivity | ||
Customer Satisfaction | Meeting Customer Expectations (D2) | Improvements in Service Quality | C4 | Demand Customization, Meeting Customer Expectations, Smooth Operations, Quality Software, User Interface |
Satisfying Customer Needs with Islamic Banking Services | C5 | Having Shariah-compliant Products, Giving Trust to Customers who have Sensitivity to Islamic Values | ||
Enhancing Customer Loyalty | C6 | Satisfaction, Loyalty, Reducing Complaints, Higher Positive Feedback | ||
Internal Business | Organizational Structure (D3) | Managerial and Organizational Competencies | C7 | Institutionalization, Employee Competencies, Managerial Structure of the Merged Bank, Employee Age |
Technical Requirements, including Technological and Organizational Infrastructure | C8 | Market Data, Infrastructure, Technological Competency, Databases, etc. | ||
Increase in Agility and Human Capital | C9 | Employee Age, Experience, and Other Dynamics; Employees’ Islamic Finance Knowledge | ||
Learning and Growth | Future Readiness and Prospects of the Bank (D4) | Information Enhancements of the Customers and Doing Business | C10 | Learning from Each Other, Skill Enhancement in an Islamic–Conventional Bank Merger, Skill Transition, Market-based Information, Innovation |
Future Readiness and Adaptability | C11 | Competitive Power, Being Ready for Future Market Place, Adaption Speed, Flexibility | ||
New Generation Banking Services for Sustainable Financial Development | C12 | ESG approach, Integrated Reporting, Sustainable Programs |
Impact Directions |
---|
PBL → (RFS, IAH) |
MKS → (RFS, MGP, TNF, IAH, RDP, NWD) |
RFS → (PBL, MKS, ISQ, SBS, CTY, MGP, TNF, IAH, FDB, RDP, NWD) |
ISQ → (MKS, RFS, IAH, NWD) |
SBS → (MKS, RFS, ISQ, MGP, TNF, IAH, RDP, NWD) |
CTY → (MKS, RFS, IAH) |
MGP → (MKS, RFS, IAH) |
TNF → (MKS, RFS, MGP, IAH, NWD) |
IAH → (MKS, RFS, SBS, MGP, TNF, RDP, NWD) |
FDB → (MKS, RFS, IAH) |
RDP → (MKS, IAH) |
NWD → (MKS, RFS, MGP, TNF, IAH, RDP) |
D | E | D + E | D − E | Weighting Results | Weighting Priorities | |
---|---|---|---|---|---|---|
PBL | 55.622 | 55.809 | 111.431 | −0.186 | 0.0828 | 11 |
MKS | 56.264 | 56.350 | 112.614 | −0.086 | 0.0836 | 3 |
RFS | 57.018 | 56.728 | 113.746 | 0.290 | 0.0845 | 1 |
ISQ | 55.947 | 55.912 | 111.859 | 0.035 | 0.0831 | 8 |
SBS | 56.354 | 55.902 | 112.256 | 0.452 | 0.0834 | 5 |
CTY | 55.934 | 55.754 | 111.689 | 0.180 | 0.0830 | 10 |
MGP | 55.851 | 56.158 | 112.009 | −0.307 | 0.0832 | 7 |
TNF | 56.058 | 56.149 | 112.207 | −0.091 | 0.0833 | 6 |
IAH | 56.299 | 56.635 | 112.934 | −0.336 | 0.0839 | 2 |
FDB | 55.918 | 55.495 | 111.413 | 0.423 | 0.0827 | 12 |
RDP | 55.679 | 56.045 | 111.724 | −0.366 | 0.0830 | 9 |
NWD | 56.249 | 56.257 | 112.506 | −0.008 | 0.0836 | 4 |
KPI | CODE | Impact Factor |
---|---|---|
Resilience with Proactive Financial Strategies | RFS | 11 |
Satisfying Customer Needs with Islamic Banking Services | SBS | 8 |
Increase in Agility and Human Capital | IAH | 7 |
Competitive Market Share | MKS | 6 |
New Generation Banking Services for Sustainable Financial Development | NWD | 6 |
Technical Requirements, including Technological and Organizational Infrastructure | TNF | 5 |
Improvements in Service Quality | ISQ | 4 |
Enhancing Customer Loyalty | CTY | 3 |
Managerial and Organizational Competencies | MGP | 3 |
Information Enhancements of the Customers and Doing Business | FDB | 3 |
Future Readiness and Adoptability | RDP | 2 |
Continuity of Profit | PBL | 2 |
DEMATEL | M-SWARA | |||
---|---|---|---|---|
Case 1 | Case 2 | Case 1 | Case 2 | |
PBL | 10 | 11 | 10 | 11 |
MKS | 2 | 4 | 2 | 4 |
RFS | 1 | 2 | 1 | 2 |
ISQ | 9 | 9 | 9 | 9 |
SBS | 5 | 6 | 5 | 6 |
CTY | 6 | 7 | 6 | 7 |
MGP | 8 | 8 | 8 | 8 |
TNF | 7 | 5 | 7 | 5 |
IAH | 3 | 1 | 3 | 1 |
FDB | 12 | 10 | 12 | 10 |
RDP | 11 | 10 | 11 | 10 |
NWD | 4 | 3 | 4 | 3 |
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Al-Binali, T.; Aysan, A.F.; Dinçer, H.; Unal, I.M.; Yüksel, S. New Horizons in Bank Mergers: A Quantum Spherical Fuzzy Decision-Making Framework for Analyzing Islamic and Conventional Bank Mergers and Enhancing Resilience. Sustainability 2023, 15, 7822. https://doi.org/10.3390/su15107822
Al-Binali T, Aysan AF, Dinçer H, Unal IM, Yüksel S. New Horizons in Bank Mergers: A Quantum Spherical Fuzzy Decision-Making Framework for Analyzing Islamic and Conventional Bank Mergers and Enhancing Resilience. Sustainability. 2023; 15(10):7822. https://doi.org/10.3390/su15107822
Chicago/Turabian StyleAl-Binali, Tamy, Ahmet Faruk Aysan, Hasan Dinçer, Ibrahim Musa Unal, and Serhat Yüksel. 2023. "New Horizons in Bank Mergers: A Quantum Spherical Fuzzy Decision-Making Framework for Analyzing Islamic and Conventional Bank Mergers and Enhancing Resilience" Sustainability 15, no. 10: 7822. https://doi.org/10.3390/su15107822