BanCrecen

S.  Dario; E.L.  Montiel; Tatiana  Sandino

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Article | Journal of Business Research | October 2000

BanCrecen

by S. Dario, E.L. Montiel and Tatiana Sandino

Abstract

This case describes the aggressive entry of BanCrecen, an affiliate of the Mexican bank BanCrecer, in Costa Rica in 1994. Its strategy, like that of the Mexican home office, was to focus on personal banking, with the rapid expansion of neighborhood branches and strong innovation in the design of financial products for consumers.

Keywords: Expansion; Globalization; Banks and Banking; Banking Industry; Costa Rica; Mexico;

Format: Print

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Citation:

Dario, S., E.L. Montiel, and Tatiana Sandino. "BanCrecen." Journal of Business Research 50, no. 1 (October 2000): 29–39.

About the Author

Tatiana Sandino

Associate Professor of Business Administration

Accounting and Management

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Case | HBS Case Collection | January 2019 (Revised June 2019)

Colony Capital: Unbelievable

Nori Gerardo Lietz and Arthur Sobral

Citation:
Lietz, Nori Gerardo, and Arthur Sobral. "Colony Capital: Unbelievable." Harvard Business School Case 219-087, January 2019. (Revised June 2019.) View Details

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Working Paper | HBS Working Paper Series | 2019

Learning or Playing? The Effect of Gamified Training on Performance

Ryan W. Buell, Wei Cai and Tatiana Sandino

Gamified training is a novel management control system in which companies use gamification techniques to engage and motivate employees to learn. This study empirically examines the performance consequences of gamified training by conducting a field experiment in a professional services firm. We find that the main effect of adopting the gamified training platform on performance is not statistically significant at conventional levels. However, we also find that the effect is moderated by employee engagement, such that the gamified training platform improved performance in offices with high employee engagement and worsened performance in offices with low employee engagement. In offices with high levels of employee engagement—with above-median rates of employee retention and willingness to log onto the training platform—each additional minute of average platform engagement per employee led to an additional 0.28 new clients per month. In offices with below-median rates of employee retention and willingness to log onto the training platform, each additional minute of average platform engagement per employee resulted in 0.78 fewer new clients per month. Taken together, these results suggest that gamified training, which, in part, is intended to help engage and motivate employees to learn, may only yield performance benefits among those who are already highly engaged and motivated.

Keywords: gamified training; Management Control Systems; employee engagement; Employees; Learning; Training; Motivation and Incentives; Performance;

Citation:
Buell, Ryan W., Wei Cai, and Tatiana Sandino. "Learning or Playing? The Effect of Gamified Training on Performance." Harvard Business School Working Paper, No. 19-101, March 2019. View Details

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Module Note | March 2019

Designing Management Systems to Support Multiunit Growth

Tatiana Sandino

Citation:
Sandino, Tatiana. "Designing Management Systems to Support Multiunit Growth." Harvard Business School Module Note 119-084, March 2019. View Details

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BanCrecen

Abstract

Citation:

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