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Title: Innovations in financial services : an empirical study of plastic and smart cards
Author: Wonglimpiyarat, Jarunee
Awarding Body: University of Manchester
Current Institution: University of Manchester
Date of Award: 2002
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This study is concerned with a somewhat neglected area of innovation - systemness or multi-party interdependence in the development process. The study explores two types of the innovation process : high systemness (innovations not exploitable by a single entity) and low systemness (innovations that can be accomplished by a single entity). Low systemness processes, for profit or risk reasons, may also involve voluntary collaboration. The objective of this study is to understand how systemness and the pursuit of independent and collaborative strategies in securing the benefits from an innovation relate to the difficulty or complexity of innovations, and to the capabilities of innovators. The methodology of innovation complexity is implemented in case study analysis of 6 innovations including financial innovations (ATM/Cash cards, Credit cards, EFTPOSlDebit cards) and non-financial innovations (Windows operating system for PC, Plain paper copier and VCR). The cases are used to investigate propositions focussing on collaboration and competition patterns. The core of the thesis is the development of a complexity measure along three stages of innovation: a means to develop, a means to deliver and a means to market. The metric, based on previous literature builds on a number of innovation characteristics. Using complexity measure gives insights into the difficulties and issues arising as the smart card innovation moves into the market-place. The analysis of smart cards is cross referenced against a comprehensive survey of players in the smart card industry. Interviews and questionnaire approaches develop foresight into the likely use of collaborative and competitive options in exploiting the smart card innovation. The result reveals strong interest in using collaborative strategy to improve access and reduce risks in the smart card innovation. The conclusions suggest that there is no relation between innovation complexity and the time taken for innovation, suggesting that collaborative strategy already recognises differences in complexity. The complexity metric though, in conjunction with the capabilities of innovators, does help anticipate the systemness characteristics of the innovation process.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available