Illustrative example of theme derivation from interview quotations to aggregate themes
| Interview quotations | Initial code | Aggregate theme |
|---|---|---|
| “These box offices were created only to pretend to meet the demands of idealistic customers who are demanding in terms of Sharia compliance” (BMCI executive) | Symbolic adoption, market response | Entry mode – Islamic window |
| “Our bank is an Islamic bank, while the others (windows) are conventional banks disguised with Sharia” (BCP executive) | Dedicated Islamic subsidiary, full specialisation | Entry mode – Islamic subsidiary |
| “We started by offering a narrow range of Islamic products … we decided to separate the two banking activities” (AWB division manager) | Phased transition, incremental capability building | Entry mode – Fully local subsidiary |
| “We choose not to follow the crowd. We believe that Islamic products do not really differ from conventional products, and we cannot create an entire subsidiary for just one product, namely Murabahah” (BMCI executive) | Integration of operations, shared resources | Operational configuration – Integration |
| “Having a separate Islamic subsidiary allows us to focus entirely on Sharia compliance and customer's needs without being constrained by conventional banking operations” (CAM senior manager) | Full separation, operational autonomy | Operational configuration – Full separation |
| “We have specialised human resources trained by our partners with expertise in Islamic finance …” (BOA subsidiary executive) | Specialised training, external expertise | Implementation mechanisms – Internal (Resource and team management) |
| “For some clients, participative banks are seen as Halal, while their conventional counterparts are viewed as non-halal …” (Moroccan subsidiary executive) | Client segmentation, expectation management | Implementation mechanisms – External (Client communication and experience) |
| Interview quotations | Initial code | Aggregate theme |
|---|---|---|
| “These box offices were created only to pretend to meet the demands of idealistic customers who are demanding in terms of Sharia compliance” (BMCI executive) | Symbolic adoption, market response | Entry mode – Islamic window |
| “Our bank is an Islamic bank, while the others (windows) are conventional banks disguised with Sharia” (BCP executive) | Dedicated Islamic subsidiary, full specialisation | Entry mode – Islamic subsidiary |
| “We started by offering a narrow range of Islamic products … we decided to separate the two banking activities” (AWB division manager) | Phased transition, incremental capability building | Entry mode – Fully local subsidiary |
| “We choose not to follow the crowd. We believe that Islamic products do not really differ from conventional products, and we cannot create an entire subsidiary for just one product, namely Murabahah” (BMCI executive) | Integration of operations, shared resources | Operational configuration – Integration |
| “Having a separate Islamic subsidiary allows us to focus entirely on Sharia compliance and customer's needs without being constrained by conventional banking operations” (CAM senior manager) | Full separation, operational autonomy | Operational configuration – Full separation |
| “We have specialised human resources trained by our partners with expertise in Islamic finance …” (BOA subsidiary executive) | Specialised training, external expertise | Implementation mechanisms – Internal (Resource and team management) |
| “For some clients, participative banks are seen as Halal, while their conventional counterparts are viewed as non-halal …” (Moroccan subsidiary executive) | Client segmentation, expectation management | Implementation mechanisms – External (Client communication and experience) |
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