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Journal articles on the topic 'Banking business models'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Onyshchenko, Yuliya. "BANKING BUSINESS MODELS IN UKRAINIAN BANKING SYSTEM." Baltic Journal of Economic Studies 1, no. 2 (2015): 115–21. http://dx.doi.org/10.30525/2256-0742/2015-1-2-115-121.

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2

D’yakonova, I., O. Pakhnenko, and L. Shevchenko. "NEW APPROACHES TO BANKING BUSINESS MODELS IN THE DIGITAL ECONOMY." Vìsnik Sumsʹkogo deržavnogo unìversitetu, no. 1 (2019): 89–94. http://dx.doi.org/10.21272/1817-9215.2019.1-12.

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The factors of the post-crisis development of the world banking system, the strengthening of the role of information technology in all industries, the increasing role of innovative Fintech intermediaries in the banking market encourage the management of banks to revise traditional business models and to form new approaches to managing the modern bank. In the article the authors aimed to investigate the impact of digitization on the choice of banking business model and the development of algorithm for estimating a bank’s business model. Traditionally banks choose one of five business models: le

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3

Galletta and Mazzù. "Liquidity Risk Drivers and Bank Business Models." Risks 7, no. 3 (2019): 89. http://dx.doi.org/10.3390/risks7030089.

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This paper examines the bank liquidity risk while using a maturity mismatch indicator of loans and deposits (LTDm) during a specific period. Core banking activities that are based on the process of maturity transformation are the most exposed to liquidity risk. The financial crisis in 2007–2009 highlighted the importance of liquidity to the functioning of both the financial markets and the banking sector. We investigate how characteristics of a bank, such as size, capital, and business model, are related to liquidity risk, while using a sample of European banks in the period after the financia

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Nosratabadi, Saeed, Gergo Pinter, Amir Mosavi, and Sandor Semperger. "Sustainable Banking; Evaluation of the European Business Models." Sustainability 12, no. 6 (2020): 2314. http://dx.doi.org/10.3390/su12062314.

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Sustainability has become one of the challenges of today’s banks. Since sustainable business models are responsible for the environment and society along with generating economic benefits, they are an attractive approach to sustainability. Sustainable business models also offer banks competitive advantages such as increasing brand reputation and cost reduction. However, no framework is presented to evaluate the sustainability of banking business models. To bridge this theoretical gap, the current study using A Delphi-Analytic Hierarchy Process method, firstly, developed a sustainable business

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5

Ramdani, Boumediene, Ben Rothwell, and Elias Boukrami. "Open Banking: The Emergence of New Digital Business Models." International Journal of Innovation and Technology Management 17, no. 05 (2020): 2050033. http://dx.doi.org/10.1142/s0219877020500339.

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Open banking has recently been advanced as a measure to foster competition and innovation in the retail banking sector. Since its introduction in the UK, a number of banks have created new digital business models (BMs) that offer individuals and businesses access to more personalized financial services. Yet, it is still unclear what new entrants (smaller and newer banks) have done to potentially disrupt incumbents (larger and well-established banks). To shed light on the innovations in BMs that have been initiated by digital banks to move away from traditional retail banking BM, seven digital

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6

Paul. "Business Models and Banking Regulation Are Going Forward." EUROPEAN RESEARCH STUDIES JOURNAL XXII, Issue 4 (2019): 168–78. http://dx.doi.org/10.35808/ersj/1504.

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7

Marques, Bernardo P., and Carlos F. Alves. "Using clustering ensemble to identify banking business models." Intelligent Systems in Accounting, Finance and Management 27, no. 2 (2020): 66–94. http://dx.doi.org/10.1002/isaf.1471.

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8

Atca Gorgun, Ozenc, and Bert Wolfs. "Impact of the new digital competitors on Swiss banking business models." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 2 (2021): 33–45. http://dx.doi.org/10.20525/ijrbs.v10i2.1055.

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This study examines the impact of new digital-only competitors on the Swiss banking business models and value chain. Despite various studies and articles available in the literature about the impact of new digital competitors on the banking industry, there is little research focusing on the Swiss market. The comprehensive research conducted in this study and the data collected through the survey provides a foundation to gauge the impact of the new digital competitors’ pressure on business models and value chain in the Swiss banking industry. The design of the research instrument employed for c

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9

Jatić, Sead, and Milena Ilić. "Traditional and new business models in the banking industry." Bankarstvo 47, no. 1 (2018): 106–17. http://dx.doi.org/10.5937/bankarstvo1801106j.

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10

Lavrushin, O. I. "On Modernization of Regulation and New Models of Banking Business Development." Economics, taxes & law 11, no. 3 (2018): 14–19. http://dx.doi.org/10.26794/1999-849x-2018-11-3-14-19.

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The subject of the research is the problems of improving the regulation of the banking sector and new models for its development under the economic volatility conditions. The purpose of the research was to identify problems that affect the banking sector performance and the stability achieved. The research findings revealed that the emerging disproportions in economic development and the imperfection of risk management are urging banks to seek business models based on a comprehensive assessment of the monetary institutions efficiency covering the economic, social and organizational aspects of

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11

Bley, Andreas. "Limited diversity—business models of German cooperative banks." Vierteljahrshefte zur Wirtschaftsforschung 87, no. 4 (2018): 55–66. http://dx.doi.org/10.3790/vjh.87.4.55.

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Zusammenfassung: Die strukturelle Vielfalt auf dem deutschen Bankenmarkt und die damit verbundene Vielfalt von Geschäftsmodellen dürfte in den vergangenen Jahrzehnten ein wichtiger Stabilitätsfaktor am deutschen Bankenmarkt gewesen sein. Diese Vielfalt zeigt sich zum einen in der 3-Säulen-Struktur der deutschen Kreditwirtschaft, zum anderen aber auch innerhalb der Säulen selbst. Für die deutschen Genossenschaftsbanken dokumentiert eine empirische Analyse eine begrenzte Vielfalt der Geschäftsmodelle. Fast alle Genossenschaftsbanken konzentrieren sich auf das Kredit- und Einlagengeschäft mit Kun

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12

Goncharenko, Tetiana. "From Business Modelling to the Leadership and Innovation in Business: Bibliometric Analysis (Banking as a Case)." Business Ethics and Leadership 4, no. 1 (2020): 113–25. http://dx.doi.org/10.21272/bel.4(1).113-125.2020.

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The analysis of approaches to defining the banking business model showed that digital financial technologies, e-commerce, information management are important factors that form the model of leadership and innovation in business. The development of risk management, risk assessment, profitability-risk-stability triangle balancing, which create relevant trends in the formation of business leadership models, has increasing importance for managers, clients and shareholders. The article identifies the dominant tendencies in the development of scientific thought (based on 6377 articles from 1991-2019

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13

Hryckiewicz, Aneta, and Łukasz Kozłowski. "Banking business models and the nature of financial crisis." Journal of International Money and Finance 71 (March 2017): 1–24. http://dx.doi.org/10.1016/j.jimonfin.2016.10.008.

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14

Goncharenko, Tetiana. "ANALYSIS OF MODELS OF BANKING BUSINESS STRATEGY: INTERNATIONAL AND DOMESTIC EXPERIENCE." Economic Analysis, no. 30(1, Part 1) (2020): 42–49. http://dx.doi.org/10.35774/econa2020.01.01.042.

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Introduction. In the current conditions of development, banks are influenced by numerous external factors at the international and national level, as well as economic, political, social and technological trends, which contribute to the need to change the features of their activities. These include, first of all, the review of banks' business strategies as the main reflections of their activities, as well as the use of more effective types of them in accordance with the specifics of the institution. This issue is the subject of extensive research by both domestic and foreign scientists and requ

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15

Ahmed, Owais. "Innovative Business Models: Emerging Markets Perspective." International Journal of Business and Management Research 6, no. 1 (2018): 1–2. http://dx.doi.org/10.37391/ijbmr.060101.

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Emerging markets opened up humungous investment opportunities across different sectors like telecommunication, utility services, logistics, healthcare, and banking. Marketers invest millions in creating facilities, layout, capital, work force, communication programs, and distribution channels. However, marketers having compatible business model meet success. Business model meeting regional sensitivities, requirements; conform norms, procedures; break even. Therefore, a part from innovative technology, innovative business model create successful venture. The current study would explore various

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16

Cavus, Nadire, and Dambudzo Netsai Chingoka Christina. "Information technology in the banking sector: Review of mobile banking." Global Journal of Information Technology 5, no. 2 (2016): 62. http://dx.doi.org/10.18844/gjit.v5i2.196.

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<p>This paper is written to state the advantages and disadvantages, the different models to test the effects of individual’s intention to adopt mobile banking, the different technologies that are being implemented currently by banks and what the future holds for mobile banking. Information Technology (IT) has evolved over time and has changed the way business is conducted. The way people conduct business has been made easier and more efficient. IT has opened many doors for new technologies that are used within business and for individual use; the Banking sector is of no exception. Mobile

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17

Musile Tanzi, Paola, Elena Aruanno, and Mattia Suardi. "A European banking business models analysis: the investment services case." Journal of Financial Regulation and Compliance 26, no. 1 (2018): 35–57. http://dx.doi.org/10.1108/jfrc-04-2016-0028.

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Purpose Business Model Analysis is acquiring increasing visibility in the European banking regulatory framework, following the European Banking Authority guidelines on common procedures and methodologies for the supervisory review and evaluation process (SREP), developed to assess business and strategic risks (EBA, 2014, 2015a, 2015b, 2015c). Starting from a selected literature review, in the paper, the authors analyse business models set up by financial intermediaries, bank and non-banks, for the distribution of investment services, first by comparing European niche players with European bank

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18

Rudevska, V., N. Shvetz, and O. Storozhenko. "THEORETICAL APPROACHES TO THE CLASSIFICATION AND SYSTEMATIZATION OF BANKS BY BUSINESS MODELS." Financial and credit activity: problems of theory and practice 2, no. 37 (2021): 24–36. http://dx.doi.org/10.18371/fcaptp.v2i37.229930.

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Abstract Banking institutions are subject to change in the business model depending on external conditions, which may be due to changes in market needs and changes in the competitive environment or regulation. Depending on the business model of banks, they may react differently to the influence of external and internal factors. This situation in the future may lead to changes in the business architecture of the banking sector and affect the country's economic growth. The article considers the approaches to the classification of banks by business models, a critical analysis of existing approach

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19

Marcin, Marcin. "Strategies for Developing On-Line Business Models in Retail Banking." Studia i Materiały Wydziału Zarządzania UW 1/2018, no. 27 (2018): 90–104. http://dx.doi.org/10.7172/1733-9758.2018.27.8.

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20

Lueg, R., C. Schmaltz, and M. Tomkus. "BUSINESS MODELS IN BANKING: A CLUSTER ANALYSIS USING ARCHIVAL DATA." Trames. Journal of the Humanities and Social Sciences 23, no. 1 (2019): 79. http://dx.doi.org/10.3176/tr.2019.1.06.

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21

Li, Feng. "Internet banking: from new distribution channel to new business models." International Journal of Business Performance Management 4, no. 2/3/4 (2002): 136. http://dx.doi.org/10.1504/ijbpm.2002.000112.

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22

Elnahass, Marwa, Marwan Izzeldin, and Gerald Steele. "Capital and Earnings Management: Evidence from Alternative Banking Business Models." International Journal of Accounting 53, no. 1 (2018): 20–32. http://dx.doi.org/10.1016/j.intacc.2018.02.002.

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23

Paulet, Elisabeth, and Hareesh Mavoori. "Conventional banks and Fintechs: how digitization has transformed both models." Journal of Business Strategy 41, no. 6 (2019): 19–29. http://dx.doi.org/10.1108/jbs-06-2019-0131.

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Purpose The digital revolution has substantially changed the business environment. Most banks have acknowledged the importance of new technologies to improve performance and client satisfaction. The development of these innovations has led to the entrance of the so-called Fintechs. This paper aims to evaluate the impact of these transformations on the performance of financial institutions and on their business model. Design/methodology/approach The authors use data envelopment analysis and Malmquist total productivity indices to measure financial institutions’ efficiency and their influence on

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24

Zarutska, О., and R. Pavlov. "TRANSPARENCY OF BANKING SUPERVISION AS A NECESSARY CONDITION FOR THE INDEPENDENCE OF THE NATIONAL BANK OF UKRAINE." Vìsnik Sumsʹkogo deržavnogo unìversitetu, no. 3 (2020): 54–62. http://dx.doi.org/10.21272/1817-9215.2020.3-6.

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The article describes modern approaches to banking supervision, focused on the study of business models of banks and their risk profile. Approaches to determining the regime of supervision and measures to influence banks should take into account the specifics of their financial condition and the city in the market of banking services. Supervision tools should be objective and transparent. The introduction of innovative methods for determining business models and adequate supervisory actions is especially relevant in the period of instability of the banking system of Ukraine. Over the past ten

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25

Antunes, António, Diana Bonfim, Nuno Monteiro, and Paulo M. M. Rodrigues. "Forecasting banking crises with dynamic panel probit models." International Journal of Forecasting 34, no. 2 (2018): 249–75. http://dx.doi.org/10.1016/j.ijforecast.2017.12.003.

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26

Harimaya, Kozo, and Koichi Kagitani. "Performance of agricultural cooperative banks in Japan." Agricultural Finance Review 80, no. 1 (2019): 38–50. http://dx.doi.org/10.1108/afr-03-2019-0036.

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Purpose The purpose of this paper is to investigate the efficiency of the banking business of Japan’s agricultural cooperatives (JAs), which depend heavily on financial business with non-farmers, contradictory to cooperative principles. Design/methodology/approach The authors construct a panel data set over 2005–2016 from the financial statements of JAs’ prefectural-level federations and use the input distance stochastic frontier model with a time-variant inefficiency effect for analysis. Both the flow and stock measures of the banking output are used in identical models and the efficiency res

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27

Butzbach, Olivier, and Kurt E. von Mettenheim. "Alternative Banking and Theory." Accounting, Economics and Law - A Convivium 5, no. 2 (2015): 105–71. http://dx.doi.org/10.1515/ael-2013-0055.

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AbstractUnlike business models of private banks based on profit maximization and shareholder-oriented governance, alternative banks (such as cooperative banks, government savings banks, and special purpose banks) share business models based on sustainable returns with longer time horizons, corporate missions that include social and public policy goals, and stakeholder-oriented governance. Strong evidence from recent research suggests that alternative banks often equal or outperform joint-stock banks in terms of efficiency, profitability, and risk management. This counters core ideas in contemp

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Japparova, Irina, and Ramona Rupeika-Apoga. "Banking Business Models of the Digital Future: The Case of Latvia." EUROPEAN RESEARCH STUDIES JOURNAL XX, Issue 3A (2017): 846–60. http://dx.doi.org/10.35808/ersj/749.

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29

Bask, Anu, Hilkka Merisalo Rantanen, Markku Tinnila, and Theresa Lauraeus. "Towards e-banking: the evolution of business models in financial services." International Journal of Electronic Finance 5, no. 4 (2011): 333. http://dx.doi.org/10.1504/ijef.2011.043347.

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30

Vovchak, Olha, Serhij Reverchuk, Viktoria Rudevska, and Yaroslav Khlan. "Bank business modeling and levels of non-performing loans:Perspectives of international risk factors in Ukraine." Journal of Eastern European and Central Asian Research (JEECAR) 6, no. 2 (2019): 282–96. http://dx.doi.org/10.15549/jeecar.v6i2.391.

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This article identifies five different banking business models using the k-means method and demonstrates how banks carried out the migration between defined clusters during the banking crisis. The article identifies and links the banks with the business model they are most exposed to in terms of risk of insolvency. The factors that influence the rate of non-performing loans are defined. Developed econometric models will allow banks with certain business models to improve their activity with non-performing loans. The article also analyzes how the amount of loans to related parties can be inject

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31

Zakharov, P. "Changes in the U.S. banking Sector architectureas a Result of 2008-2009 Crisis." Voprosy Ekonomiki, no. 5 (May 20, 2014): 84–96. http://dx.doi.org/10.32609/0042-8736-2014-5-84-96.

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The financial crisis in the USA has led to major changes in the banking sector architecture. Many financial institutions went bankrupt and were absorbed by competitors, while others were compelled to change their business models. That has resulted in consolidation of the banking sector. Significant developments were also imposed by B. Obama’s financial regulation reform and unprecedented interference of the federal government in banking business.

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32

Panova, Galina. "Evolution of traditional banks' business models." International Review, no. 1-2 (2021): 146–52. http://dx.doi.org/10.5937/intrev2102148p.

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The article considers topical issues of how banks are developing in the new realities of the digital economy, and presents the results of research on theoretical and practical aspects of banks' business models evolution. The methodology uses such approaches as scientific abstraction, system and factor analysis, methods of grouping, detailing, and synthesis. The topic is relevant for banks first of all from the economic science point of view, since until now the conceptual apparatus of not only the types of bank business models but also the definition of bank business models and their ecosystem

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33

Zarutska, Olena, Tetiana Pavlova, Аlina Sinyuk, Valentyn Khmarskyi, Dariusz Pawliszczy, and Marcin Kesy. "The Innovative Approaches to Estimating Business Models of Modern Banks." Marketing and Management of Innovations, no. 2 (2020): 26–43. http://dx.doi.org/10.21272/mmi.2020.2-02.

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The analysis of business models of banks is a new approach to determining the financial condition and financial soundness of an individual bank and the entire banking system. The definition and analysis of banks' business models allow understanding better financial and economic activities, risk appetite, and management system. The National Bank of Ukraine moves to SREP based banking supervision. Such an analysis involves the verification of banks' business models for their viability and sustainability. No regulatory act provides a precise definition of these concepts. It is still no single app

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34

Klimontowicz, Monika, and Janina Harasim. "Mobile Technology as Part of Banks’ Business Model." Acta Universitatis Lodziensis. Folia Oeconomica 1, no. 340 (2019): 73–90. http://dx.doi.org/10.18778/0208-6018.340.05.

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During the last few decades, the banking market has changed significantly making banks face new challenges. Mobile technology development has had a powerful impact on all human activities including banking. Mobile technology has changed both the information and communication sharing, as well as customers’ market behaviour. All these changes should be taken into account in the process of searching for competitive advantage factors and designing banks’ business models. The purpose of the paper is to propose the framework for banks’ business model that incorporates using mobile technology and cre

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35

Radić, Nikola. "New challenges for banking, financial services and insurance." Trendovi u poslovanju 9, no. 1 (2021): 65–77. http://dx.doi.org/10.5937/trendpos2101066r.

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The crisis with the COVID-19 pandemic shows investors, policy makers and the general public that natural disasters can cause economic damage on an unprecedented scale. The pandemic has made customer experience even more differentiated, so banks, financial service providers and insurance companies need to optimize their operations and transform existing business models to meet new requirements and withstand competitive pressure. Because the processes are the "veins" of a highly regulated business, they must adapt to unprecedented change. Changing business models, disruptive technologies, and co

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Glushchenko, Marina, Naila Hodasevich, and Natalia Kaufman. "Innovative financial technologies as a factor of competitiveness in the banking." SHS Web of Conferences 69 (2019): 00043. http://dx.doi.org/10.1051/shsconf/20196900043.

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The models for the implementation and development of financial services and services are changing due to the global transformation of the financial and economic sphere, which is caused by the emergence of innovative financial technologies. This leads to a fundamental change in the financial market and the factors that determine the leading positions of its participants. Only the use of innovative technologies in the banking business ensures a high level of competitiveness in the market and further expansion of the client base. Banks are rebuilding traditional financial business models through

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Hari Krishna, B., and A. Arun Kumar. "FinTech, BigTech and Banks : Digitalisation and its Impact on Banking Business Models." Indian Journal of Finance 14, no. 5-7 (2020): 76. http://dx.doi.org/10.17010/ijf/2020/v14i5-7/153326.

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38

DeYoung, Robert. "The Performance of Internet‐Based Business Models: Evidence from the Banking Industry." Journal of Business 78, no. 3 (2005): 893–948. http://dx.doi.org/10.1086/429648.

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39

Grossmann, David, and Peter Scholz. "The golden rule of banking: funding cost risks of bank business models." Journal of Banking Regulation 20, no. 2 (2018): 174–96. http://dx.doi.org/10.1057/s41261-018-0080-5.

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40

Tamegawa, Kenichi, and Shin Fukuda. "EXPECTATION ERRORS IN CREDIT MARKET AND BUSINESS CYCLES." Macroeconomic Dynamics 20, no. 5 (2016): 1359–80. http://dx.doi.org/10.1017/s1365100514000923.

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This study demonstrates how expectation errors in a credit market generate economic fluctuations. To this end, we employ simulation analysis using a dynamic stochastic general equilibrium model. Our model includes two building blocks that are not included in the standard models: the banking sector and matching friction in the labor market. By introducing the banking sector, we can confirm that if economic agents fallaciously expect a rise in future asset prices, such expectations will cause an economic boom and bust. The variation of this fluctuation is quite large and the recession short-live

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NABILOU, Hossein, and André PRÜM. "Shadow Banking in Europe: Idiosyncrasies and their Implications for Regulation." European Journal of Risk Regulation 10, no. 4 (2019): 781–810. http://dx.doi.org/10.1017/err.2019.53.

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This paper studies the specificities of shadow banking in Europe. It highlights striking differences between the EU and the US shadow banking sectors based on both market structure and legal micro-infrastructure of the shadow banking sectors in these two jurisdictions. It argues that these different institutional and legal infrastructures, as well as the different trajectories in the evolution of the shadow banking sectors in terms of business models, size and composition of actors and transactions, can be the driving force behind the differential regulatory treatment of shadow banking across

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42

Schackmann-Fallis, Karl-Peter, Horst Gischer, and Mirko Weiß. "A Case for Boring Banking and Re-Intermediation." Applied Economics Quarterly: Volume 64, Issue 3 64, no. 3 (2018): 199–238. http://dx.doi.org/10.3790/aeq.64.3.199.

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Abstract Experience from the recent financial crisis quite clearly revealed the limits of deregulation. Instead of trusting in perfect financial markets, re-intermediation or &amp;#8220;boring banking&amp;#8221; seems to be a more promising alternative. In our discussion of the steps towards a European Banking Union that have been implemented so far, we seek to expose its shortcomings. Against this backdrop, we discuss whether boring banking is an economically and socio-politically appropriate goal at all. Outlining the economical functions of banks, we investigate whether a widely dis

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43

Kujawski, Lech, Monika Liszewska, and Marta Penczar. "THE IMPACT OF FUNDING STRUCTURE ON EU BANKING SECTOR STABILITY." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 24(73) (December 14, 2020): 143–54. http://dx.doi.org/10.22630/pefim.2020.24.73.34.

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In our paper, we analyse the impact of funding structure on banking sector stability in EU countries. Our findings show that after the global financial crisis (GFC) there are four main funding models in the EU banking sectors. We document that funding structure is an important factor influencing the banking sector stability. We report that there are also some other banking business model characteristics as well as macroeconomic indicators which have impact on banking sector risk.

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Bubnova, Yulia. "Ecosystem Development as the Main Trend of Banking Business Transformation." Bulletin of Baikal State University 30, no. 3 (2020): 394–401. http://dx.doi.org/10.17150/2500-2759.2020.30(3).394-401.

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In recent years, technology companies have been appearing on the financial market, providing a wide range of financial services in a new digital format, creating serious competition for banks. In the context of declining revenues from traditional services and rising transaction costs, banks began to develop and implement partner services — ecosystems. This requires banks to change the way they provide services, their product range and a qualitative restructuring of operational processes. These services provide banks with an influx of revenue and customer loyalty. This article considers the nec

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45

Kirchner, Philipp. "On Shadow Banking and Financial Frictions in DSGE Modeling." Review of Economics 71, no. 2 (2020): 101–33. http://dx.doi.org/10.1515/roe-2020-0008.

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AbstractAt the forefront of macroeconomic research on the causes of the Great Financial Crisis (GFC) was and still is the usage of dynamic stochastic general equilibrium (DSGE) models. To capture the nonlinearities of the GFC, these models were enriched with a variety of financial frictions. This paper focuses on a special subset of these frictions, the shadow banking system. We provide a structured review of the strand of literature that considers shadow banking in DSGE setups and draw particular attention to the modeling approach as well as impact of shadow banking. Our analysis allows the f

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46

Anshari, Muhammad, Mohammad Nabil Almunawar, and Masairol Masri. "Financial Technology and Disruptive Innovation in Business." International Journal of Asian Business and Information Management 11, no. 4 (2020): 29–43. http://dx.doi.org/10.4018/ijabim.2020100103.

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Financial technology (FinTech) expands financial services to many people that are currently lacking access where customers enjoy using banking products and services provided by non-banking providers. FinTech changes the way people pay, send money, borrow, lend, and invest. FinTech enables financial solutions and innovative business models resulting the fusion of finance and smart mobile technology. The emergence of FinTech-related products causes major disruptions in financial services. Though it is yet far from replacing current financial services, it offers financial products and services by

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Filipovska, Olivija. "Identification of the banking business models in the financial development context: The case of the Macedonian banking sector." Ekonomika 63, no. 3 (2017): 55–63. http://dx.doi.org/10.5937/ekonomika1703055f.

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Sedaghatparast, Eldar. "A meta-synthesis approach to specify components of future banking." foresight 21, no. 4 (2019): 482–96. http://dx.doi.org/10.1108/fs-10-2018-0089.

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Purpose This paper aims to depict an extensive and cohesive picture of future banking’s dimensions and components. Design/methodology/approach A two-step qualitative approach has been applied. First, an extensive scanning has been carried out to identify megatrends and best practices. Second, applying meta-synthesis analysis, more than 186 up-to-date references were strategically scanned to elicit dimensions and components of future banking. Findings This research has had twofold findings. The direct and explicit results were the main dimensions of banking in the future: information technology

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Mishra, Shrutika, and A. R. Tripathi. "Platform business model on state-of-the-art business learning use case." International Journal of Financial Engineering 07, no. 02 (2020): 2050015. http://dx.doi.org/10.1142/s2424786320500152.

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The banking and economic services in business and management are fully secured and identified by block chain technologies and have many returns and benefits in the business industry. The digital platform using block chain technology and business models is a good prototype to explore and enhance their business. This paper focused on preliminary background of digital platform and their exploration on business and strategy in the market. We have also discussed about the business model of different ventures and discussed how they are earning money without their assets and its business sway.

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Черкай and A. Cherkay. "Formal Linguistic Models of Accounting Language." Auditor 2, no. 3 (2016): 19–23. http://dx.doi.org/10.12737/17951.

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In this article the author, adhering to the position that the accounting is an artificial formal language of business, and based on the fact that until recently the problem of modeling of this language, the rules of transactions recording was not solved, as a solution of this problem considers the linguistic models of accounting language and examples of their application in the banking, budget accounting, accounting according to RAS, IFRS and GAAP.

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