Show simple item record

dc.contributor.advisorJohn Van Maanen.en_US
dc.contributor.authorAdeyeri, Modupe Oludareen_US
dc.contributor.otherSloan School of Management.en_US
dc.date.accessioned2014-09-19T21:46:31Z
dc.date.available2014-09-19T21:46:31Z
dc.date.copyright2014en_US
dc.date.issued2014en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/90214
dc.descriptionThesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2014.en_US
dc.descriptionCataloged from PDF version of thesis.en_US
dc.descriptionIncludes bibliographical references (pages 112-115).en_US
dc.description.abstractSince starting in 1990, Guaranty Trust Bank plc (GTBank) has emerged as one of the strongest players in the African Banking space despite the challenging business climate. Firms operating in similar conditions - geographies, industries and markets; leveraging similar sets of resources - capital, skill and technology; and having identical organizational designs do not always demonstrate similar corporate performance. The situation could be likened to a normal distribution curve where a few of the firms are the industry leaders who outperform the rest on all metrics including profit. At the other end of the spectrum is another group who returns less than stellar performance. The majority however usually lies somewhere in the middle with acceptable performance, forming the industry average. The question which then arises is what constitutes the distinction between the great firms and other players within an industry or market? This is despite the similarity in operating conditions, resources at their disposal and organizational designs. There have been extensive academic and practice-based efforts to explain the likely causes of the gaps in performance among firms. While each attempt seems to present a valid position, it is likely that the success does not depend on any one effective management situation or strategy but rather in a novel combination of existing management, strategic and operational components in an innovative manner. I call this combination an "Integrative Innovation Strategy (IIS)" and use it to describe the distinctive advantage of GTBank. The research examines how Guaranty Trust Bank plc (GTBank) has emerged as a dominant player in the African banking landscape.en_US
dc.description.statementofresponsibilityby Modupe Oludare Adeyeri.en_US
dc.format.extent115 pagesen_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsM.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectSloan School of Management.en_US
dc.titleIntegrative Innovation Strategy : a case study of Guaranty Trust Bank plc (GTBank)en_US
dc.title.alternativeIIS : a case study of Guaranty Trust Bank plc (GTBank)en_US
dc.typeThesisen_US
dc.description.degreeM.B.A.en_US
dc.contributor.departmentSloan School of Management.en_US
dc.contributor.departmentSloan School of Management
dc.identifier.oclc890372690en_US


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record