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Purpose
Aims to examine the performance affects of strategic integration in retail banking services.
Design/methodology/approach
Using a survey of retail banking executives, it is examined as to how the role of operations and marketing areas can assist retail banks to shape their competitive strategies.
Findings
It is found that proactiveness and competitive strategy substantially affect a retail bank's performance based on the strength of integration of operations and marketing areas.
Research limitations/implications
Research is limited to retail banking services.
Originality/value
The research broadens the scope of the strategic fit concept towards the analysis of performance effects due to functional integration in retail banks.
© Emerald Group Publishing Limited
2006
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