基于知识观的商业银行国际化战略构建

发布时间：2018-06-11 17:59

本文选题：知识观 + 知识转移　；参考：《江西财经大学》2013年硕士论文

【摘要】：随着经济全球化趋势的日益增强，国际间资金和资本的流动越来越频繁，国际化成为商业银行发展的必然趋势。面临着人民币国际化、欧美银行业“去杠杆化”、跨境金融服务需求旺盛以及政府鼓励等历史机遇，中国银行业的国际化已被提上日程。银行属于知识密集型服务业，它主要依靠具有特定领域专业知识的人员进行运作，提供基于知识的中间产品或服务。所以本文拟从知识观的视角分析银行业如何国际化的问题。知识供求上的不平衡推动银行业进行国际化。银行的国际化需要解决诸如进入模式、组织形式选择，本土化经营等诸多问题。对进入模式的选择实际上是对外部知识获取方式的选择。知识获取成本是影响该选择的决定因素，它主要受到知识特性、嵌入情境、知识发起方和获取方意愿能力的影响。新建和并购两种不同的进入模式分别适用于国际化的不同阶段。新建适用于银行国际化的初期，虽然该方式的经济成本较大，但知识转移成本较小，稳定性得以保障，并且能够积累起一定的海外经验。积累起一定经验后，如果能够找到合适的并购目标，则通过并购方式成立子行是不错的选择。一来有助于帮助银行快速融入东道国市场，，二来有助于知识创新。此外，战略联盟可以作为银行进入新市场或并购的前期铺垫。组织形式方面，知识的分布情况对分行和子行的选择有重要影响。若知识分布集中，可采用科层制有利于提高知识运用效率和保持组织稳定性。若知识分布分散，则可采用子行的组织形式。由于子行较分行具有更高的自主性，所以对知识的运用能够更加自若。成立初期，分行的知识流动呈高流入低流出的特征，是使用者的角色。子行的知识流动呈低流入低流出的特征，是当地创新者的角色。经过一段时间的发展，两者均能够成为知识高流入高流出的战略整合者角色，带动跨国银行内部网络成为一个高效的学习系统。跨国银行的本土化经营和全球经营都依赖要依赖于知识学习，所以必须在银行内部鼓励知识共享，建设学习型文化和学习型组织。基于知识观的视角，在案例分析当中本文提炼出影响汇丰银行国际化过程和经营的重要因素，以期为中资银行业的国际化提供经验和借鉴。最后，建立健全管理体制、丰富知识获取方式、积极融入东道国环境开展本地化经营以及建设学习型组织，培养知识型员工是本文为我国商业银行国际化战略构建提出的四项建议。
[Abstract]:With the increasing trend of economic globalization, the international capital and capital flows more and more frequently. Internationalization has become the inevitable trend of the development of commercial banks. Faced with historic opportunities such as internationalisation of the renminbi, deleveraging in Europe and the United States, strong demand for cross-border financial services and government encouragement, the internationalization of China's banking sector has been on the agenda. The bank belongs to the knowledge intensive service industry, it mainly depends on the personnel with the specific domain specialized knowledge to carry on the operation, provides the knowledge based intermediate product or the service. Therefore, this paper intends to analyze the problem of how to internationalize the banking industry from the perspective of knowledge view, and the imbalance of knowledge supply and demand promotes the internationalization of banking industry. The internationalization of banks needs to solve many problems, such as entry mode, choice of organization form, localization management and so on. The choice of entry mode is actually the choice of external knowledge acquisition mode. The cost of knowledge acquisition is the decisive factor of this choice, which is mainly affected by the knowledge characteristics, embedding situations, the willingness of the knowledge initiator and the acquirer. The two different entry modes of new construction and merger are suitable for different stages of internationalization. Although the economic cost of this method is high, the cost of knowledge transfer is small, the stability is guaranteed, and some overseas experience can be accumulated. After accumulating certain experience, if we can find the right target, it is a good choice to set up sub-line through M & A. One helps banks quickly integrate into the host market, and the other helps knowledge innovation. In addition, strategic alliances can serve as a precursor for banks to enter new markets or M & A. In organizational form, the distribution of knowledge has an important influence on the choice of branches and sub-rows. If the knowledge distribution is centralized, the hierarchical system can be used to improve the efficiency of knowledge use and maintain organizational stability. If the distribution of knowledge is dispersed, the organization of sub-rows can be adopted. Because subrows have more autonomy than branches, the use of knowledge can be more consistent. At the beginning of its establishment, the knowledge flow of branches was characterized by high inflow and low outflow, and it was the role of users. The flow of knowledge is characterized by low inflow and low outflow, and is the role of local innovator. After a period of development, both of them can become strategic integrators with high knowledge inflow and high outflow, and promote the internal network of transnational banks to become an efficient learning system. The localization and global operation of transnational banks depend on knowledge learning, so it is necessary to encourage knowledge sharing and build learning culture and learning organization within banks. Based on the view of knowledge, this paper abstracts the important factors that affect the internationalization process and operation of HSBC in case study, in order to provide experience and reference for the internationalization of Chinese banking industry. Finally, we should establish and improve the management system, enrich the way of acquiring knowledge, actively integrate into the environment of the host country to carry out localized management and build learning organizations. Training knowledge-based staff is the four suggestions of this paper for the construction of internationalization strategy of Chinese commercial banks.
【学位授予单位】：江西财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

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