The Value-Relevance of Financial and Nonfinancial Information—Evidence from Taiwan’s Information Electronics Industry

This study integrates general measurements of the information electronics industry based on the concepts of the balanced scorecard, intellectual capital, and intangible assets. The reasons for the difference between the corporate market value and book value are also analyzed, and the impacts of both financial and nonfinancial perspectives on the corporate value are explored. The component items of net income are found to be more effective in explaining the value of a company than merely looking at the bottom line. It is concluded that RI and EVA have significant and similar explanatory power in terms of evaluating the performance of the information electronics industry. Moreover, a review of the nonfinancial performance of information electronics companies on the basis of segmented samples reveals significant results in terms of explaining the value of the upstream, midstream, and downstream companies. Copyright Springer Science + Business Media, Inc. 2005balanced scorecard, intellectual capital, residual income, economics value added, incremental information content,

Hybrid Decision Model for Evaluating Blockchain Business Strategy: A Bank’s Perspective

Banks attempt to invest in emerging financial technology (FinTech), such as blockchain, to enhance competitiveness. There is a great deal of literature on the technical and legal aspects of blockchain. However, there is little specific guidance on how banks can apply a holistic model to evaluate the blockchain-based business. This study proposes a hybrid decision model with confidence-weighted fuzzy assessments to address this valuable research topic. Supported by a group of seasoned experts, five major blockchain-based business models are evaluated for a domestic bank in Taiwan. The key findings contribute to understanding the importance of the involved factors and identifying the ideal business strategy for the bank. The result suggests that the most crucial dimension is policies and regulations, not the technical capability of banks

The influence of customer perceptions on financial performance in financial services

The purpose of this study is to develop and empirically test a model examining the relationship between customer perceptions (product attributes, benefits, customer satisfaction, trust, commitment and customer behavioral loyalty) and financial performance of a merchant bank. Design/methodology/approach – Based on the SEM tool of Linear Structure Relation (LISREL), this study develops and empirically tests a model examining the relationships between customer perspectives (product attributes, benefits, customer satisfaction, trust, commitment and customer behavioral loyalty) and the financial perspective (financial performance). A cross-department study in the financial services industry was conducted based on three consumer samples (department of Loans, Deposits, and Credit Cards) drawn from XYZ bank, one of the most famous banks providing merchant banking services in Taiwan. Findings – SEM results indicate that: customer perceptions positively affect financial performance; and customers purchase financial services with dissimilar benefits, all of which come with corresponding attributes, and hence result in different levels of customer satisfaction and behavioral sequence, which is important in reinforcing customers' trust, commitment, repurchase intentions and corporate financial performance. In practical terms the findings suggest that financial service managers could consider treating consumers as partners in their provision of existing services or their quest to develop successful new services. Reciprocal behaviour will foster a positive atmosphere, remove barriers arising from risk, and enable relationships to progress, ultimately improving financial performance. The research proposes an empirical model of the customer perceptions in the consumption of financial services that has a positive impact on the financial performance of the company. The findings are based on data from one company across three product departments