International Journal of Bank Marketing Impact Factor & Information

Publisher: MCB University Press, Emerald

Journal description

The International Journal of Bank Marketing aims to present the latest thinking, practice and research findings on issues of current or future concern to banking and financial services marketers. The focus of the journal is in the adoption and implementation of marketing management and planning, within both the personal and corporate financial sectors. Examining the adoption of new marketing strategies and its mix and research and critical analysis, make the journal an invaluable source for both academics and corporate practitioners worldwide. Articles published in the journal are subject to double blind peer reviewing to ensure its relevance and quality.

Current impact factor: 0.00

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Website International Journal of Bank Marketing website
Other titles International journal of bank marketing (Online), Bank marketing
ISSN 0265-2323
OCLC 45258829
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Emerald

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Voluntary deposit by author of author's pre-print or author's post-print allowed on author's personal website or Institutional repository, where there is no mandate to deposit
    • If mandated by a funding agency, the author's post-print may be deposited in any open access repository after a 24 months embargo period
    • Author's pre-print and Author's post-print not allowed on subject-based repository
    • Must link to publisher version with DOI
    • Publisher's version/PDF cannot be used
    • Published source must be acknowledged with set statement
    • Non-commercial
    • Publisher last contacted on 02/04/2013
  • Classification
    ​ green

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose – To map the existing patterns in the development of services innovations in financial institutions. Design/methodology/approach – The data come from a dedicated survey of banks located in Luxembourg. Executives and innovation managers reported on banks’ innovation processes for the period of 2010-2012. Findings – The study unveils four patterns of new service development processes (NSD). The problem-driven pattern starts with problem definition and represents a bank’s response to an issue. The proactivity-driven pattern commences with idea generation to explore a variety of alternatives. The market-driven pattern emphasises a profit rationale and starts with a business analysis. The strategy-driven pattern frames idea generation within the scope of business goals and starts with the development of a service concept. Most banks keep a balance between being open and closed to cooperation with external partners in the innovation process. Service concept development is the stage most open to the cooperation for innovation, while introduction to a market is the opposite. Practical implications – Banks adopt different approaches to the innovation process in order to pursue their innovation goals. Practitioners may use this knowledge in order to re-think the way they innovate. Originality/value – The unveiled mapping of NSD processes contributes to our understanding of the innovation in financial services. The findings will be valuable for innovation managers, scholars, and students.
    International Journal of Bank Marketing 01/2016;
  • International Journal of Bank Marketing 04/2015; 33(2):162-177. DOI:10.1108/IJBM-08-2013-0082
  • International Journal of Bank Marketing 04/2015; 33(2):143-161. DOI:10.1108/IJBM-10-2013-0115
  • International Journal of Bank Marketing 04/2015; 33(2):96-121. DOI:10.1108/IJBM-01-2014-0006
  • International Journal of Bank Marketing 04/2015; 33(2):122-142. DOI:10.1108/IJBM-02-2014-0030
  • International Journal of Bank Marketing 02/2015; 33(1):78-91. DOI:10.1108/IJBM-02-2014-0031
  • International Journal of Bank Marketing 02/2015; 33(1):58-77. DOI:10.1108/IJBM-10-2013-0117
  • International Journal of Bank Marketing 02/2015; 33(1):23-40. DOI:10.1108/IJBM-08-2013-0084
  • International Journal of Bank Marketing 02/2015; 33(1):5-22. DOI:10.1108/IJBM-08-2013-0088
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose ‐ The purpose of this paper is to examine the technical and relational value proposition preferences of credit union members and to examine the relationship between their preference and patronage activity. Design/methodology/approach ‐ A total of 800 members of credit unions were surveyed. Exploratory factor analysis was used and four factors were extracted incorporating technical and relational dimensions of the credit union service. Member value proposition preferences are examined and the relationship to patronage activity of the credit union was explored. Findings ‐ The majority of members express a higher or equal preference for a relational rather than a technical value proposition. Those that express a greater or equal preference for relational value are more likely to have a higher level of patronage activity. Research limitations/implications ‐ Credit unions are member-owned financial institutions and hence the study is context dependent. Credit unions are member-owned financial institutions and hence relational value may be more significant than in the case of non-member owned entities. Practical implications ‐ The research highlights the importance of consideration of relational value in financial services entities whose competitive advantage lies in the relational. In terms of the credit union, the impact on the relational value proposition of the credit union must be considered in the design and implementation of industry restructuring. Originality/value ‐ This paper extends the emotional value and interactive quality construct to incorporate a greater relational focus which the paper suggests is of greater relevance to high-contact financial services. The research in this paper also extends beyond the criticised static focus of consumer perceived scales (consumer perceived value) and the episode focused service quality scales. Hence, it has a more longitudinal and holistic focus. The paper also incorporates a preference between benefits approach rather than an evaluative or trade-off between benefits and costs framework.
    International Journal of Bank Marketing 08/2014; 32(6). DOI:10.1108/IJBM-11-2013-0128
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose – The purpose of this paper is to explore barriers, the mediating role of usability and the moderating effects of self-efficacy and perceived image on consumers’ attitudes towards use of mobile banking in Iran. Design/ methodology/ approach – Based on the consumer data collected through a survey, structural equations modeling (SEM) and path analysis were employed to test the research model. Findings – The results revealed that “system compatibility” was found to be the main factor affecting users’ attitudes towards use of mobile banking. “Resistance” showed a significant negative effect on both ease of use and usefulness. “Perceived usefulness” mediated the relationship between ease of use and users’ attitudes. At last, contrary to self-efficacy which showed no significant effect, perceived image moderated the relationships between usefulness and attitude. Research limitation/implication – The sample was only composed of mobile banking users and non-users were not studied. Originality/value – Past studies have seldom examined the role of individual drivers like self-efficacy and social drivers like perceived image as moderating variables in the context of developing countries. Keywords Mobile banking; Attitude; Self-efficacy; Perceived image
    International Journal of Bank Marketing 07/2014;
  • International Journal of Bank Marketing 07/2014; 32(5):348-366. DOI:10.1108/IJBM-01-2014-0003
  • International Journal of Bank Marketing 07/2014; 32(5):429-447. DOI:10.1108/IJBM-11-2013-0139
  • International Journal of Bank Marketing 07/2014; 32(5). DOI:10.1108/IJBM-01-2014-0014