Proceedings of Annual Shanghai Business, Economics and Finance Conference
3 - 4 November 2014, Shanghai University of International Business and Economics, Shanghai, China
ISBN: 978-1-922069-63-4
Developing Dynamic Capabilities for Bank Turnaround
William W. Lawrence1
This article explores the evolution of dynamic capabilities over the bank turnaround cycle
from perspective of the resource-based view of the firm. A longitudinal case study was
conducted to find out how National Commercial Bank Jamaica sensed threats, mobilized
resources to seize opportunity, and transformed for corporate self-renewal. The period of
study was 1985 to 2011 using data from secondary sources. Managerial cognition created
biased perception of reality to delay strategic intervention. The bank’s business model was
strengthened by building intangible assets. Employee training and incentives were used to
deploy and routinize new knowledge and motivate organizational learning to cope with
environmental dynamics.
Field of Research: Strategic Management
1
Dr. William W. Lawrence, Mona School of Business and Management, The University of the West Indies, Mona, Jamaica.
E-mail: william.lawrence@uwimona.edu.jm
1