Bankarstvo

Bankarstvo, 2016, vol. 45, br.
1 70
Primljen: 09.09.2015. Prihvaćen: 23.12.2015.
UDK 005.21:001.895]:336.717(497.11)
originalni naučni rad 005.342:00
DOI: 10.5937/bankarstvo1601070T
EFEKTI IT I
Vesna Tornjanski
Eurobank ad Beograd
vesna.tornjanski@eurobank.rs
Dejan Petrović STRATEGIJA

Fakultet organizacionih nauka
OTVORENIH
dejanp@fon.rs
INOVACIJA NA
Milan Milanović
Eurobank ad Beograd
milan.milanovic@eurobank.rs
Prevod
INOVACIONE
I FINANSIJSKE
obezbedili
autori
PERFORMANSE U
BANKARSTVU
Rezime
Ovaj rad se bavi efektima IT i strategija otvorenih inovacija na inovacione i finansijske performanse
u bankarskom sektoru Srbije, koristeći metodu studije slučaja koja se zasniva na kvalitativnim i
kvantitativnim podacima. Rezultati istraživanja ukazuju na potrebu uvođenja koncepta otvorenih
inovacija u bankarskom sektoru, odnosno na adekvatno inkorporiranje eksternog znanja u inovacione
procese pomoću odgovarajućih tehnologija. Zaposleni i uspostavljeni partnerski odnosi sa značajnim
stejkholderima predstavljaju dva najznačajnija izvora za stvaranje i komercijalizaciju radikalnih
inovacija, dok korisnici bankarskih usluga i ostali izvori prikupljanja znanja omogućavaju generisanje
različitih znanja i ideja, te stvaranja inkrementalnih inovacija koje su u primarnoj funkciji zadovoljstva
korisnika bankarskih usluga, unapređenja postojećih procesa i poboljšanja kvaliteta usluga. U cilju
maksimalnog iskorišćenja potencijala iz modela otvorenih inovacija, u zaključnom delu su izvedene
preporuke za menadžere u bankarskom sektoru. Istraživanje može doprineti menadžerima u
finansijskim uslugama, bankarskom sektoru, IT sektora i menadžmentu inovacija.
Ključne reči: IT strategija, strategija otvorenih inovacija, radikalne inovacije, inkrementalne inovacije,
inovacione performanse, finansijske performanse, bankarski sektor, menadžment inovacija
JEL: O31, O33, G21

71 Bankarstvo, 2016, Vol. 45, Issue. 1
Received: 09.09.2015 Accepted: 23.12.2015
UDC 005.21:001.895]:336.717(497.11)
005.342:00
original scientific paper
DOI: 10.5937/bankarstvo1601070T
THE EFFECTS OF
Vesna Tornjanski
Eurobank ad Beograd
vesna.tornjanski@eurobank.rs
IT AND OPEN Dejan Petrović

Faculty of Organisational Sciences
INNOVATION
dejanp@fon.rs
STRATEGIES ON
Milan Milanović
Eurobank ad Beograd
milan.milanovic@eurobank.rs
INNOVATION Translation
AND FINANCIAL
provided by
the authors
PERFORMANCES IN
THE BANKING SECTOR
Summary
This paper deals with the effects IT and open innovation strategies have on innovation and financial
performances in the Serbian banking sector, using the case study method based on qualitative and
quantitative data. The research results point to the need for introducing the concept of open innovation
in the banking sector i.e. to adequately incorporate external knowledge in innovation processes using
appropriate technologies. Employees and established partnerships with key stakeholders are the
two most significant sources for the generation and commercialization of radical innovations, while
customers and other sources of knowledge acquisition allow the generation of various knowledge
and ideas, and the creation of incremental innovations with the primary purpose of satisfying the end
users of banking services, improving existing processes and service quality. To maximize utilization
of resources from the open innovation model, the concluding paragraph contains recommendations
for managers in the banking sector. The study may be useful for managers in the financial services,
banking, IT sector and innovation management.
Keywords: IT strategy, open innovation strategy, radical innovation, incremental innovation,

innovation performances, financial performances, banking sector, innovation management
JEL: O31, O33, G21

Tornjanski V., Petrović D., Milanković M.
Bankarstvo, 2016, vol. 45, br. 1 72 Efekti IT i strategija otvorenih inovacija na inovacione
i finansijske performanse u bankarstvu
Uvod i ciljevi i van organizacije, odnosno doprineo je da

organizacione granice budu veoma porozne, tako
Bankarski sektor prolazi kroz period da se znanje lako može preneti iz organizacije
značajnih strukturnih promena, kao rezultat i uneti u organizaciju. Dakle, promene su
kombinovanih spoljašnjih i unutrašnjih snaga rezultirale u potrebi kompanija da imaju kako
koje podjednako predstavljaju mogućnosti unutrašnje, tako i spoljašnje izvore znanja da bi
i pretnje za banke. Globalna finansijska i bile konkurentne na tržištu (Whelan i saradnici,
ekonomska kriza, izraženi regulatorni pritisci, 2010; Cui i saradnici, 2015), te je pitanje procesa
nestabilno poslovno okruženje, brz tehnološki otvorenih inovacija postalo važno za istraživače
razvoj, političke i demografske promene, (Dahlander i Gann, 2010; Van De Vrande i
sofisticiran rast potreba potrošača, intenzivna saradnici, 2010; Huizingh, 2011), a uloga IKT-a
konkurencija i razvoj ekonomije zasnovane postala od vitalnog značaja za razvoj otvorenih
na znanju, uslovljaju da se bankarski sektor inovacija (Cui i saradnici, 2015).
brže, efikasnije i efektivnije prilagodi svim Postojeća istraživanja su pokazala da
promenama. Po viđenju eksperata, tehnološke kompanije imaju višestruke prednosti od
inovacije i klijenti će postaviti “nova pravila otvorenih inovacija, odnosno od inkorporiranja
igre” u bankarskom sektoru (Ćukić, 2013), koja spoljašnjeg znanja u inovacione procese, kao i
će značajno uticati na banke, a posebno na one od korišćenja raznovrsnih izvora za prikupljanje
u kojima je izraženo tradicionalno bankarsko novih ideja (Cassiman i Veugelers, 2006; Laursen
poslovanje. Da bi banke održale konkurentnost, i Salter, 2006; Fasnacht, 2009; Faems i saradnici,
rast i razvoj, te kontinuirano stvarale superiornu 2009). Međutim, iako IKT predstavlja važan
vrednost za korisnike bankarskih usluga i resurs za organizacije koji omogućava prodor
akcionare, menadžment banaka mora da razume ka eksternom okruženju, te obezbeđuje uslove
ove trendove, redefiniše postojeće strategije za efikasnu i efektivnu primenu otvorenih
poslovanja (Fasnacht, 2009; Huo i Hong, 2013; inovacija (Cui i saradnici, 2012), u dosadašnjem
Tornjanski i saradnici., 2014) i razvije nove naučnoistraživačkom fondu ne postoji dovoljno
modele za prikupljanje znanja, bez odlaganja. istraživanja o ovim pojavama, odnosno o tome
Bankarsko poslovanje je u velikoj meri kako informaciono-komunikacione tehnologije
zasnovano na informaciono-komunikacionim doprinose performansama otvorenih inovacija
tehnologijama (u daljem tekstu: IKT) (Broadbent u bankarstvu.
i Weill, 1993). Njihova uloga i značaj su veoma Imajući to u vidu, ovaj rad ima za cilj da
promenjeni poslednjih decenija. Pojava novih produbi i proširi naučni fond o usklađenosti
tehnologija u osnovi menja čitavu privredu a IT i strategija otvorenih inovacija, te da prikaže
posebno bankarski sektor, stvarajući podjednako značaj ovih pojava koje predstavljaju ključ
nove mogućnosti i pretnje. Oblasti internet i uspešnosti poslovanja i potencijal za generisanje
mobilnog bankarstva, društvenih mreža, te cloud novih izvora prihoda u bankarskom sektoru.
computing-a i big data, se veoma brzo razvijaju Konačno, rad ima za cilj da istraži efekte IT i
što implicira promenu u načinu bankarskog strategija otvorenih inovacija na inovacione
poslovanja (GFT, 2014). Tradicionalna back office i finansijske performanse u kontekstu rasta
uloga IKT-a je pomerena ka strateškoj ulozi, s prihoda i smanjenja troškova poslovanja
potencijalom da istovremeno podrži postojeće i pomoću studije slučaja.
oblikuje nove poslovne strategije. Kako se uloga
IKT-a menjala, tako se razvio koncept strateške Pregled literature
usklađenosti koji omogućava kompanijama bržu
i lakšu realizaciju poslovnih strategija pomoću Koncept strateške usklađenosti
IKT-a (Henderson i Venkatraman, 1993). Strateška usklađenost je viđena kao
Tradicionalno, inovacije su se stvarale sinhronizacija poslovnih strategija i informaciono-
u okviru organizacije. Međutim, kako je komunikacionih tehnologija (Henderson i
znanje danas široko rasprostranjeno i veoma Cockburn, 1994; Tallon i Pinsonneault, 2011; Cui
pristupačno (Chesbrough, 2003a), razvoj IKT-a i saradnici, 2015). Prema Mekawy i saradnici
je omogućio kompanijama da se ideje prikupljaju (2009), strateška usklađenost predstavlja proces
The effects of IT and open innovation strategies on innovation 73 Bankarstvo, 2016, Vol. 45, Issue. 1
and financial performances in the banking sector
Introduction and Objectives that knowledge is now widespread and very

affordable (Chesbrough, 2003a), development
The banking sector is undergoing significant of ICT has enabled companies to collect ideas
structural changes as a result of the combined outside these organizations as well, i.e. it has
external and internal forces that represent both made organizational borders very porous, so
opportunities and threats for banks. The global that the knowledge can easily be transferred
financial and economic crisis, conspicuous from and into the organization. Thus, certain
regulatory pressures, unstable business changes have occurred in respect of companies’
environment, rapid technological development, necessity to have both internal and external
political and demographic changes, growth sources of knowledge in order to be competitive
of sophisticated customer needs, intense at the market (Whelan et al., 2010; Cui et al., 2015),
competition and the development of knowledge- making the issue of open innovation processes
based economy, trigger the banking sector to important to researchers (Dahlander and Gann,
adapt to the changes faster, more efficiently 2010; Van De Vrande et al., 2010; Huizingh,
and more effectively. According to experts, 2011), and the role of ICT has become vital to
technological innovation and customers will open innovation development (Cui et al., 2015).
set the "new rules of the game" in the banking Existing studies have shown that companies
sector (Ćukić, 2013), which will have a significant have multiple advantages from open
impact on banks, especially those with a strong innovations i.e. from incorporating external
traditional banking business model. To maintain knowledge into innovation processes, as
the bank's competitiveness, growth and well as from the use of a variety of sources to
development, and continuously create superior gather new ideas (Cassiman and Veugelers,
value for customers and shareholders of banking 2006; Laursen and Salter, 2006; Fasnacht, 2009;
services, bank managements need to understand Faems et al., 2009). However, although ICT is
these trends, reshape the existing business an important resource for organizations which
strategy (Fasnacht, 2009; Huo and Hong, 2013; allows their entry to the external environment
Tornjanski et al., 2014), and develop new models and facilitates efficient and effective use of
for acquiring knowledge, without delay. open innovation (Cui et al., 2012), there has
Banking operations are largely based on been little research on these phenomena in the
information and communication technologies current scientific research fund, i.e. on how
(hereinafter: ICT) (Broadbent and Weill, 1993). information and communication technologies
Their role and importance have been greatly contribute to performances of open innovation
changed in the recent decades. The emergence in the banking industry.
of new technologies has fundamentally With that in mind, this paper aims to deepen
changed the entire economy, especially the and broaden the scientific fund on alignment of
banking sector, creating both new opportunities IT and open innovation strategies, and to show
and threats. The areas of Internet and mobile the importance of these phenomena as the key
banking, social networking, cloud computing factors to business success and potential for
and big data, are rapidly evolving, thus generating new sources of revenue in the banking
implying a change in the way the banking sector. Finally, the paper aims to investigate the
business operates (GFT, 2014). The traditional effects that IT and open innovation strategies
back-office role of ICT has shifted towards have on innovation and financial performances
the strategic role, with the potential to in the context of revenue growth and operating
simultaneously support existing and develop costs reduction, by using a case study.
new business strategies. With the change of the
ICT role, the concept of strategic alignment has Literature Overview
been developed; allowing companies faster and
easier implementation of business strategies Strategic Alignment Concept
using ICT (Henderson and Venkatraman, 1993). Strategic alignment is seen as a
Traditionally, innovations have been synchronization of business strategies and ICT
generated within organizations. However, given (Henderson and Cockburn, 1994; Tallon and
u kome su informacione tehnologije i poslovne Jorfi, 2011; Cui i saradnici, 2015; Charoensuk
jedinice u međusobnoj harmoniji kako bi se i saradnici, 2014). Otuda, u ovom radu se
ostvarili postavljeni poslovni ciljevi i poboljšale polazi od pretpostavke da obe IT strategije
performanse poslovanja. Strateška usklađenost se mogu efektivno podržati strategije otvorenih
može definisati i kao odgovarajuća i pravovremena inovacija, što dalje doprinosi boljem poslovnom
primena informacionih tehnologija u skladu sa učinku banaka.
poslovnim ciljevima, strategijama i potrebama
(Luftman i saradnici, 1999). Neki autori smatraju Koncept otvorenih inovacija
da se strateška usklađenost može objasniti i kao Koncept otvorenih inovacija je nastao 2003.
povezanost između IT i poslovnih jedinica na godine kao posledica promena na tržištu
strateškom nivou, odnosno kao stepen do kog koje su implicirale da tradicionalni pristup
IT planovi, ciljevi i misija podržavaju i podržani inoviranju - zatvoreni model inovacija, više
su od poslovnih planova, ciljeva i misije (Chan nije održiv (Chesbrough, 2003). Chesbrough
i Reich, 2007; Tan i Gallupe, 2006). Cumps i definiše otvorene inovacije kao "naizmenično
saradnici (2009) dodatno obrazlažu da strateška korišćenje svrsishodnih ulaza i izlaza znanja
usklađenost obuhvata sklad i fuziju IKT i kako bi se ubrzao interni proces inoviranja i
poslovnih strategija. povećalo tržište za eksternu upotrebu inovacija”
Pored stavova autora da strateška usklađenost (Chesbrough i saradnici, 2006, p. 1). Takođe,
omogućava kompanijama bržu i lakšu realizaciju Chesbrough i saradnici (2006, p. 1) objašnjavaju
poslovnih strategija pomoću IKT-a, odnosno koncept otvorenih inovacija kao “paradigmu,
da se pomoću strateške usklađenosti mogu koja uverava firme da mogu i trebaju da koriste
poboljšati performanse organizacije (Delery eksterne ideje isto kao i interne, a zatim interne
i Doty, 1996; Mekawy i saradnici, 2009), neki i eksterne puteve do tržišta, kako bi unapredile
autori argumentuju da međusobno razumevanje svoju tehnologiju”.
između rukovodioca IT-a i poslovnih jedinica Imajući u vidu da intelektualni kapital
omogućava efektivnu alokaciju resursa u cilju i tokovi znanja predstavljaju nerazdvojne
pravovremenog odgovora na sve pretnje i komponente nove ekonomije, koncept
mogućnosti iz spoljašnjeg okruženja (Gibson i otvorenih inovacija je nedavno definisan i kao
Birkinshaw, 2004; Tallon i Pinsonneault, 2011; distribuiran inovacioni proces koji se zasniva
Cui i saradnici, 2015). na upravljanju znanjem izvan organizacije
U kontekstu inovacija, pomoću usklađenih koristeći materijalne i nematerijalne mehanizme
poslovnih i IT strategija, te naprednih u skladu sa poslovnim modelom organizacije
informaciono-komunikacionih tehnologija (Chesbrough i Bogers, 2014).
kompanije su u mogućnosti da aktivno Koncept otvorenih inovacija je prepoznat kao
uključuju eksterne stejkholdere u inovacione ključni strateški element za komercijalizaciju
procese (Nambisan, 2002). inovacija, osnova za smanjenje troškova
U prethodnoj literaturi koja se bavila poslovanja i povećanje profitabilnosti kompanija
strateškom usklađenošću, dve IT strategije (Chesbrough, 2003). Neki autori ističu da
su široko prepoznate kao centralne: a) IT otvorene inovacije predstavljaju najprikladniji
fleksibilnost koja omogućava kompanijama put ka stvaranju superiorne vrednosti za
brzu i ekonomičnu primenu informaciono- organizaciju i potrošače (Hertog, 2000; Schmitt
komunikacionih tehnologija za razmenu znanja i saradnici, 2013), budući da se temelji na
sa eksternim izvorima (Terry, 2000; Langdon, novom načinu razmišljanja koji podrazumeva
2006; Cui i saradnici, 2015); i b) IT integracija otvorenost, fleksibilnost, razmenu intelektualne
koja predstavlja izgrađenu bilateralnu svojine, ulaganje u globalni temelj znanja
infrastrukturu između kompanije i eksternih i integraciju s klijentima, partnerima,
stejkholdera, tako da obe strane (organizacije) univerzitetima i drugim stejkholderima, u cilju
ulažu u koordinaciono-intenzivne konfiguracije inkorporiranja novih znanja, ideja i resursa
kako bi se uspostavila čvrsta veza između iz eksternog okruženja (Chesbrough, 2003a;
inovacionih partnera (Byrd i Turner, 2001; Ray Laursen i Salter, 2006; Enkel i saradnici, 2009;
i saradnici, 2005; Rai i saradnici, 2006; Jorfi i Tornjanski i saradnici, 2014).
Pinsonneault, 2011; Cui et al., 2015). According 2005; Rai et al., 2006; Jorfi and Jorfi, 2011; Cui
to Mekawy et al. (2009), a strategic alignment is et al., 2015; Charoensuk et al., 2014). Hence,
a process in which IT and business units are in this paper hypothesizes that both IT strategies
harmony with one another in order to achieve can effectively support the strategy of open
the set business objectives and improve business innovation, which further contributes to better
performances. The strategic alignment can be business performances of banks.
defined as the appropriate and timely use of IT
in line with business objectives, strategies and Open Innovation Concept
needs (Luftman et al., 1999). Some authors are The open innovation concept was developed
of the opinion that strategic alignment can be in 2003, as a result of market changes which
explained as a link between IT and business have implied that the traditional approach
units at the strategic level, i.e. as the extent to to innovation - i.e. the closed innovation
which IT plans, objectives and missions support model, is no longer viable (Chesbrough, 2003).
and are supported by business plans, objectives Chesbrough defines open innovation as “the use
and missions (Chan and Reich, 2007; Tan and of purposive inflows and outflows of knowledge
Gallupe, 2006). Cumps et al. (2009) further explain to accelerate internal innovation, and expand
that strategic alignment includes alignment and the markets for external use of innovation,
fusion of ICT and business strategies. respectively” (Chesbrough et al., 2006, p.1).
In addition to the authors’ views that In addition, Chesbrough et al. (2006) defines
strategic alignment allows companies faster open innovation as “a paradigm that assumes
and easier implementation of business that firms can and should use external ideas as
strategies using ICT, i.e. that using strategic well as internal ideas, and internal and external
alignment can improve the performances of an paths to market, as they look to advance their
organization (Delery and Doty, 1996; Mekawy technology” (Chesbrough et al., 2006, p.1).
et al., 2009), some authors argue that mutual Bearing in mind that intellectual capital and
understanding between IT management and knowledge flows are inseparable components of
business units enables effective allocation of the new economy, the concept of open innovation
resources in order to timely respond to all has been recently defined as distributed
threats and opportunities from the external innovation process based on knowledge
environment (Gibson and Birkinshaw, 2004; management outside the organization using
Tallon and Pinsonneault, 2011; Cui et al., 2015). tangible and intangible mechanisms in
In the context of innovation, using accordance with the organization's business
harmonized business and IT strategies, and model (Chesbrough and Bogers, 2014).
advanced information and communication The concept of open innovation is
technologies, companies are able to actively recognized as a key strategic element for the
involve external stakeholders in the innovation commercialization of innovations, the basis for
processes (Nambisan, 2002). the reduction of operating costs and increase of
Among the previous references which dealt companies’ profitability (Chesbrough, 2003).
with strategic alignment, there are two IT Some authors point out that open innovation
strategies widely recognized as central: a) IT is the most appropriate way to create superior
flexibility that allows companies fast and cost- value for the organization and customers
effective use of information and communication (Hertog, 2000; Schmitt et al., 2013), since it is
technologies for the purpose of sharing based on a new way of thinking which includes
knowledge with external sources (Terry, 2000; openness, flexibility, exchange of intellectual
Langdon, 2006; Cui et al., 2015); and b) IT property, investment in the global foundation
integration that represents the built bilateral of knowledge and integration with customers,
infrastructure between a company and external partners, universities and other stakeholders,
stakeholders, so that both sides (organizations) with the aim to incorporate new knowledge, ideas
invest in coordination-intensive configurations and resources from the external environment
to establish a strong link between innovation (Chesbrough, 2003a; Laursen and Salter, 2006;
partners (Byrd and Turner, 2001; Ray et al., Enkel et al., 2009; Tornjanski et al., 2014).
Otvorenost organizacije i inovacione efekat na radikalne inovacione performanse. S

performanse druge strane, Chiang i Hung (2010) su pronašli
Eksterno traganje za znanjem obuhvata da je raznovrsnost (eng. external search breadth) u
dve dimenzije. Jedna dimenzija se odnosi na pozitivnoj korelaciji sa radikalnim inovacionim
raznovrsnost eksternih kanala koje kompanija performansama, dok na inkrementalne
koristi za prikupljanje ideja (eng. external search inovacione performanse utiče intenzitet (eng.
breadth). Ova dimenzija predstavlja broj različitih external search depth). Nedavno, istraživanje
spoljašnih kanala kojima se prikuplja eksterno koje je sprovedeno u Kini ukazuje da
znanje, a meri se kao ukupan broj eksternih usklađenost IT strategija i otvorenih inovacija
izvora koje koristi jedna kompanija (Laursen vodi ka poboljšanju inovacionih performansi,
i Salter, 2006). Druga dimenzija eksternog što implicira unapređenje organizacionih
traganja za znanjem se odnosi na intenzitet performansi (Cui i saradnici, 2015). U ovom
prikupljanja ideja / znanja iz određenih izvora radu se polazi od pretpostavke da IT strategija
(eng. external search depth). Ova dimenzija usmerena na fleksbilne tehnologije može
objašnjava koliko duboko kompanija generiše efektivno podržati inkorporiranje eksternog
znanje iz prethodno uspostavljenih odnosa sa znanja iz različitih izvora, čime se povećava
partnerima (Laursen i Salter, 2006). Drugim verovatnoća za stvaranje radikalnih inovacija.
rečima, širina (eng. external search breadth) Inkorporiranje eksternog znanja iz
odražava raznolikost eksternih izvora, dok različitih izvora obezbeđuje veće mogućnosti
dubina (eng. external search depth) odražava za prikupljanje raznovrsnog znanja koje
intenzitet prikupljanja ideja / znanja, oslanjajući može implicirati veći broj inovacija (Cui i
se na te izvore (Cui i saradnici, 2015). Obe saradnici, 2015). Otuda, u ovom radu se polazi
dimenzije predstavljaju stepen otvorenosti od pretpostavke da IT strategija usmerena
organizacije (Laursen i Salter, 2006). na fleksibilne tehnologije može veoma brzo
Inovacija zahteva miks raznovrsnih preusmeriti smer prikupljanja znanja iz
elemenata znanja (Katila i Ahuja, 2002). različitih eksternih izvora, čime se povećava
Imajući to u vidu, upotrebom različitih izvora verovatnoća za većim obimom inovacija.
znanja, organizacija uvećava mogućnosti Druga IT strategija koja se odnosi na
za sticanje novih i komplementarnih znanja integrisane informaciono-komunikacione
što implicira mogućnost većih inovacionih tehnologije, a predstavlja intenzivnu razmenu
performansi. S druge strane, dubina, odnosno znanja kroz čvrsto vezanu saradnju sa eksternim
intenzitet generisanja znanja iz eksternih partnerima pomoću izgrađene bilateralne
izvora može doprineti razvoju poverenja infrastrukture, podstiče duboku razmenu ideja
između zainteresovanih strana, što predstavlja te se smatra da olakšava kreiranje radikalnih
važan element u konceptu otvorenih inovacija inovacija (Byrd i Turner, 2001; Gibson i
(Fasnacht, 2009). Poverenje omogućava Birkinshaw, 2004; Ray i saradnici, 2005; Rai i
prenos tacitnog znanja u organizaciju što je saradnici, 2006; Jorfi i Jorfi, 2011; Cui i saradnici,
prepoznato kao posebno značajno za inovacione 2015; Charoensuk i saradnici, 2014). S toga, u
performanse (Dyer i Nobeoka, 2002). ovom radu se pretpostavlja da kontinuirana
Mnogi autori su prepoznali značaj eksternog saradnja sa izabranim partnerima, te podržana
inkorporiranja znanja u inovacione procese integrisanim tehnologijama, vodi ka stvaranju
(Becker i Dietz, 2004; Caloghirou i saradnici, radikalnih inovacija.
2004; Luca i Atuahene-Gima, 2007), dok su Intenzivna i čvrsto povezana saradnja
neki pronašli da raznovrsnost i intenzitet sa odabranim partnerima jača međusobno
prikupljanja znanja imaju različite efekte na poverenje, što je preduslov za dugoročnu
inovacione performanse. Prema Laursen i Salter razmenu znanja i iskustava zarad obostranih
(2006), raznovrsniji izvori prikupljanja znanja ciljeva. Partneri koji imaju odnos zasnovan
(eng. external search breadth) više doprinose na poverenju uz podršku integrisanih
inkrementalnim inovacionim performansama, informaciono-komunikacionih tehnologija,
dok intenzitet generisanja znanja iz eksternih olakšavaju protok znanja što implicira efikasan
izvora (eng. external search depth) ima pozitivan proces razmene ideja te dovodi do uvođenja
Openness of the Organization and sources (External Search Depth) has a positive
Innovation Performances effect on radical innovation performances. On the
External search for knowledge includes other hand, Chiang and Hung (2010) found that
two dimensions. One dimension refers to a the variety (External Search Breadth) is positively
variety of external channels that the company correlated with radical innovation performances,
uses to collect ideas (External Search Breadth). while the intensity (External Search Depth)
This dimension represents a variety of external affects incremental innovation performances.
channels used to collect external knowledge and Recent research conducted in China indicates
it is measured as the total number of external that alignment of IT strategies and open
resources used by one company (Laursen and innovations leads to improvement of innovation
Salter, 2006). The second dimension of the performances, which implies the improvement
external search for knowledge is related to the of organizational performances (Cui et al., 2015).
intensity of gathering ideas / knowledge from This paper hypothesizes that the IT strategy
certain sources (External Search Depth). This focused on flexible technologies can effectively
dimension explains how deeply the company support the incorporation of external knowledge
generates knowledge from the previously from different sources, which increases the
established relationships with partners (Laursen chances of creating radical innovations.
and Salter, 2006). In other words, the external The incorporation of external knowledge from
search breadth reflects the variety of external different sources provides greater opportunities
sources, while external search depth reflects for a collection of diverse knowledge that can
the intensity of gathering ideas / knowledge, imply a greater number of innovations (Cui et
relying on these sources (Cui et al., 2015). Both al., 2015). Hence, this paper assumes that the
dimensions represent the degree of openness IT strategy focused on flexible technologies can
of the organization (Laursen and Salter, 2006). quickly redirect the gathering knowledge from
Innovation requires a mix of various elements various external sources, thus increasing chances
of knowledge (Katila and Ahuja, 2002). With this for a greater scope of innovation.
in mind, using various sources the organization Another IT strategy which refers to integrated
increases opportunities to gain new and information and communication technologies,
complementary knowledge, thus implying the and which represents an intensive exchange
possibility of major innovation performances. of knowledge through the tight-binding
On the other hand, the depth or intensity of the cooperation with external partners using the
generation of knowledge from external sources built bilateral infrastructure, encourages a deep
may contribute to the development of trust exchange of ideas and is believed to facilitate
between the parties, which is an important element the creation of radical innovations (Byrd and
in the concept of open innovation (Fasnacht, 2009). Turner, 2001; Gibson and Birkinshaw, 2004;
Trust allows the transfer of tacit knowledge to the Ray et al., 2005; Rai et al., 2006; Jorfi and Jorfi,
organization, which is recognized as particularly 2011; Cui et al., 2015; Charoensuk et al., 2014).
important for innovation performances (Dyer and Therefore, this paper postulates that continuous
Nobeoka, 2002). cooperation with selected partners, supported
Many authors have recognized the importance by integrated technologies, leads to the creation
of incorporating external knowledge into of radical innovations.
innovation processes (Becker and Dietz, 2004; Intense and tight-binding cooperation with
Caloghirou et al., 2004; Luca and Atuahene- selected partners strengthens mutual trust,
Gima, 2007), while some find that the variety which is a prerequisite for long-term exchange
and intensity of knowledge acquisition have of knowledge and experience for the sake of
different effects on innovation performances. mutual goals. Partners who have a relationship
According to Laursen and Salter (2006), diverse based on trust with the support of integrated
sources of knowledge acquisition (External information and communication technologies,
Search Breadth) contribute more to incremental facilitate the flow of knowledge, which implies
innovation performances, while the intensity an efficient process of exchange of ideas, and
of the generation of knowledge from external leads to the introduction of a number of new
većeg broja novih proizvoda i / ili usluga (Dyer i Prikaz dobijenih rezultata iz intervjua
Nobeoka, 2002; Cui i saradnici, 2015). Imajući to Zamenik direktora IT sektora napravio je
u vidu, u ovom radu se polazi od pretpostavke uvod u intervju naglašavajući tri izuzetno važna
da čvrsto povezana saradnja sa partnerima uz elementa za razvoj banke kroz IT inovacionu
izgrađenu bilateralnu infrastrukturu između paradigmu:
organizacija vodi ka uvođenju većeg broja “…interno znanje, eksterno znanje i
novih proizvoda i / ili usluga. menadžement koji ima sluha da čuje ideje i
proaktivnost da ih primeni…”.
Metodologija i metode istraživanja Prema P. V., zaposleni u IT sektoru
predstavljaju važan resurs za generisanje
U radu se primenjuje metoda studije slučaja inovativnih ideja, u čije znanje se kontinuirano
kako bi se obezbedio holistički pogled na predmet ulaže.
istraživane pojave u realnoj situaciji, zasnovanoj “… Zaposleni u IT sektoru prolaze kroz razne
na konkretnim podacima i istraživanjima. Budući obuke i treninge u okviru banke i van nje. Ta znanja
da efekti IT strategija i strategija otvorenih omogućavaju ljudima da holistički sagledaju i
inovacija na inovacione i finansijske performanse upravljaju celokupnim poslovnim servisima do
nisu izučavani u bankarskoj industriji, naše krajnjih korisnika, a ujedno stiču i sve potrebne
istraživanje se fokusira na pojedinačnu studiju veštine za razvoj i upravljanje informacionim sistema
slučaja banke, zasnovanoj na kvalitativnim i i procesima… Na primer, ITIL, PMP, COBIT 5
kvantitativnim podacima. obuka obezbeđuju menadžerima i zaposlenima uvid
Primarni izvori prikupljanja podataka u najbolju poslovnu praksu u različitim segmentima
uključuju dubinske intervjue u okviru banke IT poslovanja, s ciljem da se to znanje implementira
koja je predmet istraživanja (u daljem tekstu: u sve procese kako bi se inovirao postojeći način
banka), interna dokumenta i finansijske rada. Značajan izvor znanja koji zaposleni koriste
izveštaje. Tehnika ispitivanja putem intervjua su i seminari iz različitih oblasti IT sveta, ali i
je sprovedena u banci na ciljanom uzorku organizovani skupovi za zaposlene, neformalna
ispitanika kako bi se obezbedila pouzdanost druženja sa partnerima, saradnicima i vendorima
da učesnici ispunjavaju uslove za uključivanje gde se razmenjuju iskustva, ideje i anegdote. Kao
u studiju. Dubinski intervju je obavljen sa rezultat kontinuiranog ulaganja u ljude, zaposleni
zamenikom direktora IT sektora (u daljem su odlični inovatori. Mi smo prvi u Srbiji započeli
tekstu: P. V.) i zamenikom direktora sektora razvoj mobilnog bankarstva sa prvom verzijom
za kredite fizičkim licima, kao najprofitnijem Android platforme 2.2. Ta inovacija je potekla
sektoru banke (u daljem tekstu: M. M). Intervju upravo iz naše kuće…”
je obavljen pojedinačno sa svakim od učesnika, P. V. ističe da otvorenost IT-a ka spoljašnjem
u vremenskom trajanju od sat vremena. okruženju predstavlja osnovu za uspešno
Sekundarni izvori prikupljanja podataka poslovanje banke, te da su strategije usmerene
obuhvataju podatke sa korporativnog sajta na prikupljanje znanja iz partnerskih odnosa i
banke, facebook i twitter stranice banke, kao i različitih eksternih izvora, iz kojih su mnoge
podatke iz izveštaja revizorskih kuća i centralne ideje primenjene uz višestruke koristi za banku
banke. i korisnike bankarskih usluga.
“… Otvorenost ka spoljašnjem okruženju je
Prikaz i analiza rezultata danas neminovnost, posebno za bankarski sektor
i IT svet. Sve se brzo menja i sve brzo zastareva.
Banka koja je predmet istraživanja je Danas moramo paralelno da upravljamo troškovima
evropska banka koja je počela sa radom u Srbiji i rizicima, uvodimo nove tehnologije, unapređujemo
2003. godine. Danas servisira više od 900.000 postojeće sisteme i procese, brinemo o klijentima i
klijenata sa 1,500 zaposlenih. Ukupno tržišno pravimo profit. Zato su nam neophodne inovacije i
učešće od 4,68% plasira je na sedmo mesto po znanje van organizacije. Najznačajniji i najefektniji
veličini bilansne aktive u bankarskom sektoru izvori za inovacije su partnerstva sa IT kompanijama
Srbije (NBS, 2015). i vendorima. Na primer, Oracle, HP i Microsoft
nam obezbeđuju neiscrpan izvor znanja i ideja
products and / or services (Dyer and Nobeoka, very important elements for the development of
2002; Cui et al., 2015). With that in mind, the bank through the IT innovation paradigm:
this paper assumes that the tight-binding “… Internal knowledge, external knowledge
cooperation with partners supported by bilateral and management sensitive to hear ideas and have a
infrastructure built among organizations leads proactive approach to apply them …”.
to the introduction of increased number of new According to P.V., the employees of the IT
products and / or services. sector are an important resource for generating
innovative ideas; therefore the Bank has been
Methodology and Research Methods continuously investing in their knowledge.
“… The employees in the IT sector go through
The paper applies the case study method various trainings and courses within and outside
to provide a holistic view on the researched the bank. Collected knowledge enables employees
phenomena in real life, based on specific data to perceive holistically and manage all business
and research. Since the effects of the IT and services to the end users, gaining at the same time
open innovation strategies on innovation and necessary skills for developing and managing
financial performances have not been studied in information systems and processes ... For example,
the banking industry, our research focuses on a ITIL, PMP, COBIT 5 trainings provide managers
single case study of a bank based on qualitative and employees insight into the best business
and quantitative data. practice in different segments of the IT business,
The primary sources of data collection to implement this knowledge in all processes in
include in-depth interviews within the bank order to innovate the existing mode of work. An
under study (hereinafter: the bank), internal important source of knowledge for employees are
documents and financial reports. The interviews seminars in various fields of the IT world, as well
were conducted at the bank on a targeted as gatherings for employees, informal meetings
sample of respondents for the sake of ensuring with partners, associates and vendors, where they
that the participants meet the requirements to be exchange experience, ideas and anecdotes. As the
included in the study. In-depth interview was result of continuous investment in employees, the
conducted with the IT Division Deputy Head staff members are great innovators. We were the first
(hereinafter: P.V.) and the Household Lending in Serbia to start developing mobile banking with the
Division Deputy Head, as the most profitable first version of Android 2.2. This innovation came
division in the bank (hereinafter: M.M.). The right from our house …”
interviews were conducted individually with P.V. points out that the openness of IT to the
each of the participants for a period of an hour. external environment is the basis of successful
Secondary sources of data collection include operation of the bank, and that the strategies
the data from the corporate website of the bank, are aimed at gathering knowledge from partner
Facebook and Twitter pages, as well as data from relationships and various external sources,
the reports of auditing firms and the Central Bank. based on which many ideas have been applied
with multiple benefits for the bank and the end
Presentation and Analysis of Results users of banking services.
“…Openness to the outside environment is now
The bank is a European bank which a necessity, especially for the banking sector and
commenced its operations in Serbia in 2003. the IT world. Everything is changing fast but also
Today it services more than 900.000 clients with becomes obsolete fast. Today we have to parallelly
1.500 employees. With the total market share of manage costs and risks, introduce new technologies,
4.68% it is ranked at the seventh place according improve existing systems and processes, take care
to balance sheet assets in the banking sector of of customers and make profit. That is why we need
Serbia (NBS, 2015). innovation and knowledge from outside of the
organization. The most important and the most
Review of Results Obtained by Interviews effective source of innovation is partnering with IT
IT Division Deputy Head made the companies and vendors. For example, Oracle, HP
introduction to the interview highlighting three and Microsoft are providing an inexhaustible source
koje prikupljamo u različitim oblicima. Ne mogu korisnici usluga vladaju tržištem:

da izostavim da su pristupi spoljnim bazama “… Jedan od najvećih izazova za menadžment
znanja kao što su Gartner i IDC mnogo doprineli danas je kako stvoriti i održati konkurentsku
razvoju mnogih inkrementalnih inovacija u našoj prednost, što je posebno važno u znanje-intenzivnim
banci. Isto tako, internet, društvene i socijalne industrijama kao što je bankarski sektor … Mi
mreže koje pospešuju interaktivan odnos sa to radimo tako što inoviramo. Inoviramo naše
spoljnim okruženjem predstavljaju online mesto za proizvode, usluge, procese, model poslovanja…
prikupljanje najrazličitijih i dobrih ideja od raznih Inovacije su postale glavni pokretač razvoja naše
stejkholdera, uključujući i konkurenciju...”. banke i ključ za sticanje konkurentske prednosti…”
Banka veoma ulaže u razvoj informacionih U današnjem poslovnom okruženju punom
sistema i tehnologija. Uloga informacionih neizvesnosti, iznalaženje profitabilnih ideja
sistema i tehnologija se ogleda u efikasnom i sa potencijalom da stvore vrednost za banku
efektivnom bankarskom poslovanju, te su IT i korisnike finansijskih usluga, stavlja u
strategije usmerene na automatizaciju bankarskih funkciju sve raspoložive resurse kako u okviru
poslova s ciljem da se zadovolje korisnici organizacije, tako i van nje, podvlači M. M. i
bankarskih usluga bez obzira na geografsku naglašava da su zaposleni, klijenti banke i
distancu, omogućavajući im kvalitetnu uslugu partneri ključ za generisanje znanja i ideja, a
kroz razvijene mreže daljinskog bankarstva sposobnost menadžmenta i zaposlenih banke
kao što su internet bankarstvo, telefonsko - temelj za uspešnu implementaciju:
bankarstvo i mobilno bankarstvo. Otuda, “…Podstaknuti da inoviraju, zaposleni u okviru
fleksibilne i integrisane informacione tehnologije sektora za kredite fizičkim licima pažljivo osluškuju
se primarno ne razvijaju u svrhu generisanja potrebe klijenata, i uz malo kreativnosti, aktivno
ideja, osim internet-zasnovanih tehnologija učestvuju u inovacionom procesu. Mnogobrojne
koje omogućavaju brzo, jednostavno i efikasno ideje i značajne inovacije su proistekle iz sektora.
inkorporiranje eksternog znanja. S druge strane, Na primer, mi smo jedna od prvih banaka koja je
izgradnja bilateralne infrastrukture između oformila tim mobilnih agenata i uvela servis koji
banke i partnera predstavlja veliku investiciju klijentima omogućava brzo i efikasno podnošenje
za obe strane, vreme i dodatno ulaganje kreditnih zahteva bez odlaska u ekspozituru. Ta ideja
specijalizovanog osoblja za taj poduhvat, je inicijalno potekla od zaposlenih iz sektora za kredite
napominje P. V. i ističe da u vreme transformacije fizičkim licima, a kasnije razvijana i implementirana
bankarskog sektora u Srbiji treba primenjivati u saradnji sa kompanijom Microsoft, koja je naš
pristupe koji obezbeđuju efikasno integrisanje partner u poslu. Razumejući potrebu klijenata da
inovativnih ideja i znanja u svaki segment uslugu dobiju odmah i bez inicijalnog posećivanja
bankarskog poslovanja uz minimalne troškove ekspoziture, banka je opremila mobilne agente
i rizike (P. V.). pametnim telefonima koji su opremljeni softverom
Kao zaključak, P. V. je izveo da se, na osnovu razvijenim za ovu biznis platformu od strane
dosadašnje prakse, radikalne inovacije stvaraju Microsoft tima. Na taj način je klijentima omogućeno
u okviru organizacije i kroz čvrsto uspostavljenu skeniranje/slikanje dokumenata na terenu i
saradnju sa partnerima zasnovanu na automatski / online prenos podataka u odgovarajuću
poverenju, dok se pomoću raznovrsnih izvora ekspozituru banke, što je rezultiralo u brzoj obradi
prikupljanja znanja kreira mnogo više različitih kreditnih zahteva uz apsolutnu sigurnost podataka.
ali inkrementalnih inovacija, koje ne treba Uz pomoć ove inovacije, maksimalno smo iskoristili
zanemariti prilikom inoviranja ili redizajniranja tehnologije u vlasništvu banke, skratili vreme obrade
bankarskih operacija. zahteva, smanjili troškove poslovanja i uspostavili
Zamenik direktora sektora za kredite nov kanal saradnje sa klijentima, koji su zadovoljni
fizičkim licima (M. M.) je počeo intervju pruženom uslugom...”.
dajući poseban značaj inovacijama, budući da Banka uspostavlja odnos sa korisnicima
inovacije predstavljaju glavni pokretač razvoja bankarskih usluga putem ekspoziture,
i ključ za sticanje konkurentske prednosti banke trgovačke mreže, bankomata, POS terminala,
u vremenu transformacije bankarskog sektora telefonskog bankarstva, internet bankarstva,
u kom se odnos snaga menja, odnosno u kom SMS bankarstva i mobilnog bankarstva, čime
of knowledge and ideas that we collect in various growth and the key to gaining competitive
forms. I cannot leave out that the access to external advantage of the bank at the time of the banking
knowledge bases such as Gartner and IDC greatly sector’s transformation in which the balance of
contributed to the development of many incremental power is changing, i.e. in which customers rule
innovations in our bank. Also, the Internet and social the market:
networks that facilitate interactive relationships with “… One of the biggest challenges for management
external environment are online gathering places for today is to create and sustain a competitive advantage,
diverse and good ideas from various stakeholders, which is especially important in knowledge-intensive
including the competition ...”. industries such as the banking sector ... We do that
The bank invests a lot in the development by innovation. We innovate our products, services,
of information systems and technologies. The processes, business model ... Innovation has become
role of information systems and technology is the main driver of our bank’s development and the
reflected in the effectiveness and efficiency of key to gaining a competitive advantage …”
the banking business, therefore the IT strategies In today's business environment full of
are focused on the automation of banking uncertainty, finding profitable ideas with
operations in order to satisfy the end users the potential to create value for the bank and
of banking services regardless of geographic customers, puts into operation all the resources
distance, allowing them quality services available within the organization and outside
through a developed network of remote of it, underlines M.M. and emphasizes that the
banking services such as Internet banking, bank's employees, customers and partners are
telephone banking and mobile banking. the key to generating knowledge and ideas,
Hence, flexible and integrated information whereas the ability of the bank’s management
technologies are not primarily developed for and employees makes the basis for successful
the purpose of generating ideas, except for the implementation:
Internet-based technologies that enable fast, “… Encouraged to innovate, employees in the
simple and efficient incorporation of external household lending division carefully listen to the
knowledge. On the other hand, building customers’ needs and requirements, and with a little
bilateral infrastructure between banks and creativity, actively participate in the innovation
partners represents a substantial investment process. Numerous ideas and significant innovations
for both parties, additional investment of time have emerged from the sector. For example, we were one
and efforts of specialized employees for this of the first banks to set up a team of mobile agents and
project, says P.V. He also points out that at introduced a service that allows customers to quickly
the time of the transformation of the banking and efficiently submit loan applications without going
sector in Serbia, the bank should implement to a branch. This idea initially came from employees
approaches that ensure efficient integration in the household lending division, and later developed
of innovative ideas and knowledge in every and implemented in collaboration with Microsoft
segment of banking operations with minimal that is our business partner. Having understood the
costs and risks (P.V.). customers’ need to receive a service immediately and
In conclusion, P.V. claimed that, based on the without initial visit to branches, the bank equipped
existing practice, radical innovations are created mobile agents with smartphones having the software
within the organization and through tight developed for this business platform by the Microsoft
cooperation established with partners based team. In this way we enabled the customers to scan
on trust, while by using a variety of sources for / copy documents on the spot and automatically /
knowledge acquisition many more different, online transfer the data to the appropriate branch
yet incremental innovations are created, which of the bank, resulting in fast processing of loan
should not be neglected in the process of applications with the top security of data. With the
innovating or redesigning banking operations. help of this innovation we have made the maximum
Household Lending Division Deputy Head use of the technology owned by the bank, shortened
(M.M.) began the interview by highlighting the processing time, reduced costs and established
the particular significance of innovations, as new channels of cooperation with customers who are
innovations are the main driving forces of now satisfied with the delivered service ...”.
se olakšava uliv znanja iz spoljašnjeg okruženja. pomažu da ih bolje razumemo, te unapredimo svaki
Pomoću ovih kanala, zaposleni pažljivo segment našeg poslovanja…”.
prate potrebe, ponašanje i emocije korisnika “… Razvijena trgovačka mreža je izuzetno važna
bankarskih usluga, te nastoje da im približe za prikupljanje znanja i ideja. Dugi niz godina čvrste
proizvode i usluge na najbolji mogući način. saradnje je rezultirao u izgrađen partnerski odnos
Uključivanje korisnika bankarskih usluga koji se zasniva na svakodnevnoj saradnji i poverenju.
u inovacioni proces je jedna od inovacionih Njihove ideje, kao i ideje klijenata koji počinju odnos
strategija koja se razvija i uspešno primenjuje sa bankom preko trgovačkih mreža su doprinele
u banci, napominje M. M. i ističe da internet- razvijanju informacionih sistema koji olakšavaju
zasnovane tehnologije imaju ključnu ulogu procese između banke i trgovačke mreže, uvođenju
u aktuelnoj fazi inkorporiranja korisnika novih proizvoda, kao i unapređenju postojećih…
bankarskih usluga u inovacioni proces. Najbolje ideje uvek bogato nagrađujemo što je veoma
“… Društvene mreže su nam omogućile prodor prepoznato kod klijenata i partnera…”.
na tržište bez vremenskog i prostornog ograničenja. Zaposleni i uspostavljeni partnerski odnosi
Pomoću društvenih i socijalnih mreža Facebook sa značajnim stejkholderima predstavljaju
i Twitter uspeli smo da razvijemo bazu sa oko dva najznačajnija izvora za stvaranje i
70.000 klijenata sa kojima imamo interaktivan komercijalizaciju radikalnih inovacija,
odnos i njihovo aktivno učešće u iznalaženju dok korisnici bankarskih usluga i ostali
najboljih rešenja... Putem društvenih i socijalnih izvori prikupljanja znanja omogućavaju
mreža edukujemo i informišemo naše klijente o generisanje različitih znanja i ideja, te
svim aktivnostima banke, novim proizvodima, stvaranja inkrementalnih inovacija koje su
uslugama, kampanjama i događajima, a upoznajemo u primarnoj funkciji zadovoljstva korisnika
ih i sa našim zaposlenima… Uputstvo za kreiranje bankarskih usluga, unapređenja postojećih
naloga za plaćanje sa datumom u budućnosti procesa i poboljšanja kvaliteta usluga. S toga
putem mobilnog bankarstva, koji klijentima predstavljaju važan element konkurentske
omogućava planiranje troškova, je jedan od primera snage banke, na čijem obimu treba kontinuirano
kako edukujemo i informišemo klijente o novim raditi, zaključuje M. M.
uslugama. Takođe, podstičemo naše i potencijalne
klijente da učestvuju u raznim akcijama i nagradnim Inovacione i finansijske performanse
konkursima koje organizujemo na društvenim Inovacione performanse su analizirane
mrežama, čiji su pobednici nagrađeni… Na primer, na osnovu prikupljenih podataka iz
renoviranje dečijih igrališta za najbolji crtež, internih dokumenata banke koja je predmet
osvajanje automobila plaćanjem Visa karticama, istraživanja, te predstavljene na Grafikonu 1
vikend za dvoje na Zlatiboru za najbrže složenu za period od 2011. do 2014. godine. Na osnovu
slagalicu, poklon vaučeri za beskontaktno plaćanje prikupljenih podataka, uočava se kontinuiran
MasterCard PayPass karticom, osvajanje značajnih rast prikupljenih ideja, što ukazuje na to da
popusta u radnjama različitih namena i mnogi otvorenim inovacionim aktivnostima, odnosno
drugi… Klijenti su veoma aktivni i rekao bih da im inkorporiranjem eksternog znanja, raste i
se sviđa to što radimo i način na koji radimo, što obim. S druge strane, u toku 2011. godine, broj
nam govori podatak da nam se broj lajkova uvećao uvedenih inovacija je bio veći u odnosu na
za 12.000 u odnosu na isti period prošle godine… nerealizovane, dok se taj odnos menja rastom
S druge strane, kao rezultat pažljivog slušanja obima prikupljenog znanja. Posmatrajući krivu
potreba klijenata, promenili smo radno vreme u 28 realizovanih inovacija, može se uočiti trend rasta
ekspozitura širom Srbije… Isto tako, kroz razne koji je naglašen od 2013. godine. To ukazuje da
zabavne igre na koje ih pozivamo preko društvenih banka uvećava kapacitete za implementaciju
mreža upoznajemo se sa njihovim navikama, te inovacija, što dalje implicira smanjenje jaza
oblikujemo proizvode i usluge po meri korisnika… između implementiranih i neimplementiranih
Ne manje važno, pozivamo ih da budu otvoreni i inicijativa.
slobodni u iznošenju svojih stavova i mišljenja, bilo
pozitivnih ili negativnih, oko svih naših proizvoda i
usluga. Pozitivne i negativne emocije klijenata nam
The bank establishes relationships with services according to the customers ... not least, we
the end users of banking services through invite them to be open and free in expressing their
branches, merchant network, ATMs, POS views and opinions, whether positive or negative,
terminals, telephone banking, Internet banking, about all our products and services. Positive and
SMS banking and mobile banking, making it negative emotions of clients help us understand them
easier to acquire knowledge from the external better and improve every aspect of our business …”.
environment. Through these channels the “… Developed merchant network is extremely
employees closely monitor the needs, behavior important for gathering knowledge and ideas.
and emotions of clients and seek to familiarize Many years of close cooperation have resulted in an
them with the products and services in the elaborate partnership based on the daily cooperation
best possible way. The inclusion of end users and trust. Their ideas, and ideas of customers who
of banking services in the innovation process start relationships with the bank through merchant
is one of the innovative strategies that is being networks have contributed to the development of
developed and successfully applied in the bank, information systems that facilitate the processes
says M.M. and points out that the Internet- between the bank and the commercial network,
based technologies play a key role in the current the introduction of new and improvement of the
phase of incorporating the end users of banking existing products... We always richly reward the
services in the innovation process. best idea, which is highly recognized by customers
“… Social networks have enabled us market and partners …”.
penetration without time and space limitations. Employees and established partnerships with
Using social networks Facebook and Twitter, we have key stakeholders are the two most important
managed to develop a base of around 70,000 customers sources for the creation and commercialization
with whom we have an interactive relationship of radical innovations, while end users of
and their active participation in finding the best banking services and other sources of knowledge
solutions ... Through social networks we educate and acquisition allow the generation of various
inform our customers about all activities of the bank, knowledge and ideas, and create incremental
new products, services, campaigns and events, and innovations whose primary purpose is to
introduce them with our employees ... Instructions satisfy customers, improve existing processes
for creating a payment order with a future date and service quality. Therefore, they are an
through mobile banking, which allows customers to important element of the competitiveness of the
plan their costs, is an example of how we educate bank, whose number should constantly be in the
and inform customers about new services. Also, bank’s focus, says M.M.
we encourage our current and potential customers
to participate in various activities and prize Innovation and Financial Performances
competitions that we organize on social networks, Innovation performances were analyzed
where the winners are rewarded ... For example, on the basis of data collected from the bank’s
the renovation of playgrounds for the best drawing, internal documents, (Figure 1) for the period
winning a car by Visa card payments, a weekend from 2011 to 2014. Based on the collected
for two in Zlatibor for the fastest assembled puzzles, data, continuous growth of collected ideas
gift vouchers for MasterCard PayPass contactless can be seen, suggesting that the volume grows
payment cards, winning significant discounts in simultaneously with the increase of open
various stores, and many others ... Customers are innovation activities, i.e. the incorporation of
very active, and I would say that they like what we external knowledge. On the other hand, in 2011,
do and how we do business, which is justified by the number of implemented innovations was
the number of likes increased by 12,000 compared to higher compared to the unrealized, while this
the same period last year ... On the other hand, as a ratio changes with the increased volume of
result of careful listening to the customers' needs, we collected knowledge. Looking at the realized
changed business hours in 28 branches throughout innovation curve, we can see the upward
Serbia ....Through a variety of fun games to which trend that was accentuated by 2013. This
we invite our customers over social networks, we indicates that the bank increased its capacity to
also learn their behavior and shape the products and implement innovations, which further implies a
Grafikon 1. Inovacione performanse banke tehnologije zasnovane na

internetu. Drugo, učešće
zaposlenih i čvrsto izgrađeni
partnerski odnosi sa eksternim
stejkholderima vode ka stvaranju
radikalnih inovacija, dok
raznovrsni kanali za generisanje
znanja iz eksternog okruženja
pomoću informaciono-
Izvor: Kalkulacija autora na osnovu internih podataka banke komunikacionih tehnologija
zasnovanih na internetu vode
Na Grafikonu 2 su prikazani finansijski ka većem obimu i stvaranju inkrementalnih
efekti uspešno realizovanih inovacija u sektoru inovacija. Nalazi iz dubinskih intervjua
za kredite fizičkim licima izraženi u procentnim ukazuju da radikalne inovacije doprinose
poenima, te mereni za svaku godinu u odnosu promeni poslovnog modela banke, dok su
na početni period koji predstavlja tačku inkrementalne inovacije u primarnoj funkciji
otvaranja banke ka eksternom okruženju. zadovoljstva korisnika bankarskih usluga,
unapređenja postojećih procesa
Grafikon 2. Finansijski efekti realizovanih inovacija banke i poboljšanja kvaliteta usluga.
Korisnici bankarskih usluga
imaju značajnu ulogu u procesu
kreiranja inkrementalnih
inovacija. Banka na indirektan
način uključuje korisnike
bankarskih usluga u inovacioni
proces. Na društvenim mrežama
je aktivno 8% klijenata u odnosu
na ukupan broj klijenata banke,
dok je interaktivan odnos sa
klijentima porastao za 26% na
Izvor: Kalkulacija autora na osnovu internih dokumenata banke
kraju avgusta 2015., u odnosu
na isti period prethodne godine.
Kretanje prihoda u odnosu na početni Pažljivo prateći njihove potrebe, ponašanje
period predstavlja učešće prihoda ostvarenih i emocije, kreiraju se proizvodi i usluge po
od inovacija u ukupnim prihodima. Prihodi od meri korisnika, što rezultira u njihovom
inovacija su rezultat novih proizvoda i tržišta. zadovoljstvu, te pozitivnim inovacionim i
S druge strane, smanjenje troškova poslovanja finansijskim performansama. Trend rasta
je nastalo usled inoviranih procesa. Na osnovu uspešno realizovanih inovacija, koji je naglašen
prikupljenih podataka, u decembru 2014., od 2013. godine ukazuje na spremnost banke
banka je ostvarila porast prihoda od 13,91% da uveća inovacione kapacitete, što implicira
u sektoru za kredite fizičkim licima, odnosno smanjenje jaza između implementiranih i
smanjila troškove poslovanja za 2,2% u odnosu neimplementiranih inicijativa. S druge strane,
na početni period. pronašli smo da IT strategija usmerena na
izgradnju bilateralne infrastukture između
Analiza rezultata banke i partnera nije razvijena. Efekti IT i
Na osnovu prikazanih rezultata, ova strategija otvorenih inovacija banke koja je
studija ima dva ključna nalaza. Prvo, rezultati predmet istraživanja se ogledaju u ostvarenom
istraživanja ukazuju na potrebu uvođenja rastu prihoda od 13,91% u sektoru za kredite
koncepta otvorenih inovacija u sektoru fizičkim licima i smanjenju troškova poslovanja
finansijskih usluga, u čijem razvoju značajnu za 2,2% u decembru 2014. godine odnosu na
ulogu imaju informaciono-komunikacione početni period analize.
reduction in the gap between the implemented financial services sector, in whose development
and unimplemented initiatives. the Internet-based ICT play a substantial role.
Secondly, the participation of
Figure 1. Innovation performances of the bank employees and tightly built
partnerships with external
stakeholders leads to the
creation of radical innovations,
while a variety of channels for
the generation of knowledge
from the external environment
by means of the Internet-based
information and communication
technologies, leads to the creation
of incremental innovations on a
Source: Authors’ calculations based on the bank’s internal data larger scale. The findings from
in-depth interviews indicate that
radical innovations contribute to
Figure 2 depicts the financial effects of the change of the bank’s business model, while
successfully implemented innovations in the incremental innovations’ primary purpose is
household lending division, expressed in to satisfy the customers, improve the existing
percentage points, and measured for each year processes and service quality. Customers play
in relation to the initial period i.e. the point of a significant role in the process of creating
opening the bank to external environment. incremental innovations. The bank indirectly
includes customers into the
Figure 2. Financial effects of implemented innovation of the innovation process. 8% of all
bank
bank’s customers use social
networks actively, while the
interactive relationship with
customers grew by 26% at the end
of August 2015, compared to the
same period last year. Products
and services for the customers are
being created carefully following
Source: Author's calculations based on internal documents of the bank their needs, behavior and
emotions, which results in their
The trend of revenues compared to the satisfaction and positive innovation and financial
initial period represents the share of revenues performance. The growing trend of successfully
generated by innovations in total revenues. The implemented innovations, which is accentuated
revenues from innovations are the result of new by 2013, indicates the bank’s willingness to
products and markets. On the other hand, the increase innovation capacity, which implies a
reduction of operating costs is triggered by reduction in the gap between implemented and
innovative processes. Based on the collected unimplemented initiatives. On the other hand,
data, in December 2014 the bank achieved the we found that the IT strategy focused on building
revenue growth of 13.91% in the household bilateral infrastructure between the bank and
lending sector, and reduced operating costs by the partner is not developed. The effects of
2.2% compared to the initial period. the bank’s IT and open innovation strategies
are reflected in the realized revenue growth of
Analysis of Results 13.91% in the household lending division and
Based on the results, this study has two key reduced operating costs by 2.2% in December
findings. First, the results suggest the need to 2014 compared to the initial period of analysis.
introduce the open innovation concept in the
Zaključci i preporuke zasnovanih na internetu vode ka većem obimu

i stvaranju inkrementalnih inovacija, u čijem
U ovom radu je predstavljena analiza procesu korisnici bankarskih usluga imaju vitalnu
efekata IT i strategija otvorenih inovacija na ulogu. Rezultati iz dubinskih intervjua ukazuju da
inovacione i finansijske performanse pomoću radikalne inovacije doprinose promeni poslovnog
studije slučaja u cilju holističkog sagledavanja modela banke, dok su inkrementalne inovacije
predmeta istraživane pojave u realnoj situaciji. u primarnoj funkciji zadovoljstva korisnika
Studija slučaja je zasnovana na kvalitativnim i bankarskih usluga, razvoja postojećih procesa i
kvantitavnim podacima pomoću kojih se došlo poboljšanja kvaliteta usluga. IT strategija usmerena
do značajnih rezultata. na izgradnju bilateralne infrastukture između
Rezultati istraživanja ukazuju na potrebu banke i partnera nije razvijena. Konačno, efekti
uvođenja koncepta otvorenih inovacija u sektoru IT i strategija otvorenih inovacija banke koja je
finansijskih usluga kako bi se maksimalno iskoristio predmet istraživanja su prikazani kroz finansijske
potencijal iz eksternog okruženja. Informaciono- rezultate koji se ogledaju u značajno ostvarenom
komunikacione tehnologije zasnovane na internetu rastu prihoda i smanjenju troškova poslovanja.
olakšavaju prodor ka eksternom okruženju, Banka koja je predmet istraživanja je
čime obezbeđuju efikasnu i efektivnu primenu primer dobre prakse kako se koristi znanje u
otvorenih inovacija. Zaposleni i duboko izgrađeni funkciji inovacionih i finansijskih performansi
partnerski odnosi sa eksternim stejkholderima organizacije. Kombinovanom upotrebom
doprinose razvoju radikalnih inovacija, dok različiti internog i eksternog znanja uz adekvatnu
eksterni izvori za inkorporiranje znanja pomoću podršku menadžmenta s jedne strane i
informaciono-komunikacionih tehnologija informaciono-komunikacionih tehnologija
Conclusions and Recommendations and communication technologies lead to the

larger volume and the creation of incremental
This paper presents an analysis of the innovation. Customers play a vital role in these
effects of IT and open innovation strategies processes. Results from in-depth interviews
on innovation and financial performances, by indicate that radical innovations contribute to
means of a case study with the aim of a holistic the change of the bank’s business model, while
comprehension of the researched subject in real incremental innovations have the primary
life. The case study is based on qualitative and purpose of satisfying the customers, developing
quantitative data which yield significant results. the existing processes and improving service
The research results point to the need to quality. IT strategy focused on building bilateral
introduce the concept of open innovation in the infrastructure between banks and partners has
financial services sector in order to maximize not been developed. Finally, the effects of IT
the potential of the external environment. The and open innovation strategies of the bank are
Internet-based information and communication shown in the financial results, i.e. the significant
technologies facilitate penetration to the revenue growth and operating cost reduction.
external environment, thus ensuring efficient The bank is an example of good practice
and effective use of open innovation. Employees on how to use knowledge as a function
and tight partnerships built with external of innovation and financial performances
stakeholders contribute to the development of an organization. By combining the use
of radical innovations, while different external of internal and external knowledge with
sources for incorporation of knowledge by adequate support of the management on one
means of the Internet-based information hand, and the Internet-based information and
Bankarstvo, 2016, vol. 45, br. 1 88
zasnovanih na internetu s druge, odnosno Izgradnja partnerskih odnosa utemeljenom na

ambidekstralnim pristupom inovacijama banka poverenju sa korisnicima bankarskih usluga.
je potencijalno omogućila generisanje novih 7) Uvođenje tehnologija za prepoznavanje
izvora prihoda korišćenjem znanja unutar i van emocionalnog stanja korisnika bankarskih
organizacije. usluga, pomoću kojih bi se imao pouzdan uvid u
U cilju maksimalnog iskorišćenja potencijala emocije klijenta, odnosno reakcija na proizvod,
iz modela otvorenih inovacija, a na osnovu uslugu, situaciju i zaposlene u banci. 8) Potpuno
pregledane literature i dobijenih rezultata iz uključivanje zaposlenih u inovacioni proces,
studije slučaja, u radu se izvode preporuke za kako bi se maksimalno iskoristio unutrašnji
menadžere u bankarskom sektoru: 1) Potpuna potencijal organizacije. 9) Uvođenje službe za
integracija eksternog znanja iz različitih upravljanje inovacijama u okviru organizacije,
izvora pomoću fleksibilnih informaciono- u cilju sistematičnog i efektivnog upravljanja
komunikacionih tehnologija, odnosno pomoću nelinearnim inovacionim procesima i
tehnologija zasnovanih na internetu kako adekvatnim merenjem inovacionih i finansijskih
bi se maksimalno iskoristilo znanje iz svih performansi. 10) Adekvatno upravljanje
raspoloživih izvora uz minimalne troškove. 2) rizicima, odnosno potencijalnim pretnjama koji
Učvršćivanje partnerskih odnosa sa eksternim mogu proisteći iz modela otvorenih inovacija
stejkholderima utemeljenih na poverenju, kako kao što su zaštita organizacione baze znanja
bi se poverenjem došlo do značajnih radikalnih i otkrivanje podataka koji nisu namenjeni za
inovacija. 3) Kontinirano traganje i zasnivanje deljenje van organizacije.
novih partnerskih odnosa, u cilju stvaranja Ovaj rad može doprineti menadžerima u
većeg obima partnerstava iz različitih delatnosti. finansijskim uslugama, bankarskom sektoru,
4) Izgradnja bilateralne infrastrukture sa IT sektora i menadžmentu inovacija.
partnerima, kako bi se izvukao potencijal iz Buduće istraživanje treba da obuhvati
naprednih tehnologija, te dugoročno smanjili ispitivanje efekata IT i strategija otvorenih
operativni troškovi. 5) Pomeranje sa indirektnog inovacija primenom drugih kvalitativnih i
ka direktnom uključivanju korisnika bankarskih kvantitativnih tehnika koje će obuhvatiti veći
usluga u inovacione procese, u cilju prikupljanja uzorak u različitim sektorima.
većeg broja ideja kroz intenzivniju saradnju. 6)
89 Bankarstvo, 2016, Vol. 45, Issue. 1
communication technologies on the other, i.e. on trust. 7) The introduction of technology to

with an ambidextrous approach to innovations, identify the emotional state of the banking
the bank has potentially enabled the generation services users, based on which the bank could
of new sources of income by using knowledge have a reliable insight into the emotions of the
within and outside the organization. customer, or a reaction to the bank’s product,
To maximize the utilization of the open service, situation, and staff members. 8)
innovation model potential, based on the Fully involving employees in the innovation
reviewed literature and the results obtained process to maximize the internal potential
from the case study, this paper draws some within the organization. 9) Introducing the
recommendations for managers in the banking unit for innovation management within the
sector: 1) Full integration of external knowledge organization, for the purpose of systematic and
from different sources with the use of flexible effective management of non-linear processes
information and communication technologies, of innovation and adequate measurement of
i.e. Internet-based technologies, in order to innovations and financial performances. 10)
maximize the knowledge from all available Proper risk management, i.e. potential threats
sources at minimum cost. 2) Tightening that may arise from the open innovation model
partnerships with external stakeholders based such as the protection of the organization’s
on trust, making trust an important driver to base of knowledge and disclosure of data
significant radical innovations. 3) Continuous not intended for further sharing outside the
search and building of new partner relationships organization.
to create larger volume of partnerships in This paper can be useful for managers in the
various activities. 4) Building a bilateral financial services, banking, IT and innovation
infrastructure with partners to get out the management.
potential of advanced technologies and reduce Future research should include examination
operating costs in the long run. 5) Shifting from of the effects of the IT and open innovation
indirect to direct involvement of customers in strategies by the application of other qualitative
innovation processes, in order to collect a large and quantitative techniques that may include a
number of ideas through increased cooperation. larger sample from different sectors.
6) Building partnerships with customers based
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Bankarstvo, 2016, vol. 45, br.

Dejan Petrović STRATEGIJA

JEL: O31, O33, G21

IT AND OPEN Dejan Petrović

Keywords: IT strategy, open innovation strategy, radical innovation, incremental innovation,

JEL: O31, O33, G21

Uvod i ciljevi i van organizacije, odnosno doprineo je da

Introduction and Objectives that knowledge is now widespread and very

Otvorenost organizacije i inovacione efekat na radikalne inovacione performanse. S

koje prikupljamo u različitim oblicima. Ne mogu korisnici usluga vladaju tržištem:

Grafikon 1. Inovacione performanse banke tehnologije zasnovane na

Zaključci i preporuke zasnovanih na internetu vode ka većem obimu

Conclusions and Recommendations and communication technologies lead to the

zasnovanih na internetu s druge, odnosno Izgradnja partnerskih odnosa utemeljenom na

communication technologies on the other, i.e. on trust. 7) The introduction of technology to

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