Economics and Sustainable Development Review EISSN 2773-2606 ISSN 2661-7986 Volume: 04 N°:03 (0202), p100-115

E-management and the obstacles to its application in Algerian commercial banks - a

case study on the Algerian External bank in Ghardaia
Mebrouka MECHERI*1, Remila LAMOUR2
1
University Of Ghardaia (Algeria), [email protected]
2
University Of Ghardaia (Algeria), [email protected]

Received: 07/10/2021 Accepted: 01/11/2021 Publication: 01/12/2021

Abstract:
This research aims to study the obstacles of applying E-management at Algerian
commercial banks -Case Study On the External Bank of Algeria in Ghardaia, conducted on a
sample of 50 individuals;
We presented a conceptual framework for E-management and identified the obstacles of
applying E-management. To determine the obstacles in the Algerian External Bank in
Ghardaia, we distributed 46 questionnaires to the workers there and used the SPSS 25
program to process the data and analyze the hypotheses of the study. At the end, we reached
the following results:
There are obstacles that prevent the application of electronic management in the
Algerian external bank of Ghardaia, are divided into four types namely: technical,
organizational, human and financial. This is from the viewpoint of the employees at the bank
under study; we will mention it in detail in the article.
Keywords: E-management; Obstacles; Commercial Banks; BEA Bank.
Jel Classification Codes: M21;M5; M19; M15.

__________________________________________
*Corresponding author.

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1. INTRODUCTION
Information and communication technologies (ICT) and their applications provide
numerous possibilities for economic and human development (United Nations.Economic
Commission for Africa, 2014, p. 1)
Today, electronic management and digital economy by using (IT) are two forms of
communication, so E-management is an important outcome of IT and communication net
mechanisms in the digital world. E-management’s systems, tools, hardware and software are
examples of the new mechanisms on the internet and in the new economy of knowledge ( Ali
Ellatif & Ahmed, 2013, p. 34).
In recent years, Algeria tended to implement many reforms in many fields and sectors,
therefore, the Electronic-Algeria project was launched in 2013 to popularize electronic
management in order to provide quality services to the Algerian citizen (Ben sayah, 2019, p.
264).
Commercial banks in Algeria have applied electronic management at the level of their
departments and have shifted from traditional management to develop their banking services
and compete with the international standards of international banks.
There are many obstacles to change in the early stages; banks must challenge it when
applying E-management to improve their banking services.
In this paper, the researchers will investigate electronic management and obstacles of
applying it at the level of commercial banks in Algeria.

1.1 Problem Statement:

In order to know the obstacles of applying E-Management at the commercial banks in Algeria,
in particular on the external bank of Algeria of Ghardaia, the problem of this research was
formulated in the following main question:
What are the obstacles of applying E-Management at Algerian commercial banks?
The main question raises the following sub-questions:
- What is the history of E-management?
- What is the concept of E-management?
- What are the characteristics and importance of E- management?
What are the obstacles of applying E- management on commercial banks in Algeria?
1.2 Study Hypotheses:
To answer the main question and sub-questions, the following four hypotheses have been
adopted:
H1: There are technical obstacles that hinder the application of E-management on the
External Bank of Algeria.
H2: There are organizational obstacles that hinder the application of E-management on the
External Bank of Algeria.
H3: There are human obstacles that hinder the application of E-management on the External
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Bank of Algeria.
H4: There are financial obstacles that hinder the application of E-management on the
External Bank of Algeria.
1.3 Study Objectives:
This research paper aims to achieve the following points:
1- Identify the basics of E-management;
2- Identify the technical obstacles to Applying E-management at the External Bank of
Algeria in Ghardaia;
3- Identify the organizational obstacles to Applying E-management at the External Bank
of Algeria in Ghardaia;
4- Identify the human obstacles to Applying E-management at the External Bank of
Algeria in Ghardaia;
5- Identify the financial obstacles to Applying E-management at the External Bank of
Algeria in Ghardaia;
6- Suggest some solutions to facilitate the application of E-management at the External
Bank of Algeria in Ghardaia.
1.4 Study Importance:
The importance of the study relates to the following points:
1- The novelty of the topic, which is E-management in Algerian commercial banks, as the
term is new, modern and developing;
2- The importance of the technological factor in influencing the efficiency and
development of banks in general;
3- The increasing interest of Algerian commercial banks in the field of E-management
and administrative development, including information technology and its role in
improving bank services.
1.5 Study limitations:
1. Subject Limit (Academic): The study was limited to investigate the obstacles of
applying E-Management at Algerian commercial banks (case study on the external
bank of Algeria in Ghardaia).
2. Human Limit: The study focused on and was limited to employees of the external
bank of Algeria in Ghardaia, namely the head of the office, the head of the department,
the director, the staff and the director of studies.
3. Institutional Limit: The study was conducted on commercial banks in Algeria
(external bank of Algeria in Ghardaia).

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4. Spatial Limit: The study was conducted in the State of Algeria, and was limited to
Ghardaia.
5. Timetable: The study was carried out, as well as the collection of preliminary data on
Algeria’s external bank of Ghardaia and statistical analysis, between the 23rd of July
and the 29th of August (2020), and thus represent the reality at the time.

2. THEORETICAL FRAMEWORK
In this part, the researchers present basic concepts concerning electronic management and some
ideas related to the same topic.
2.1 E-management:
The researchers will address the historical development of electronic management as well as
some related concepts:
2.1.1 History of E-management:
In this paragraph, we discuss the origins of information and communication technology, as well
as their relationship to the history of electronic management as follows (Muslim, 2015, p. 205) :
In 1960, IBM invented a word processor based on the functionality of electric printers to
process words when connected to a computer.
In 1964, IBM released the MT_ST (magnetic tape) device, which saves letters on magnetic tape
as they are written.
Electronic management emerged in the last five decades of the last century, exemplified by the
use of computer systems in activities at the end of the 1950s and 1960s. The development of
electronic management was linked to the technological development of management from the
beginning of the machine replacing the human being until it reached the internet and business
networks.
In organizations, the use of computers means speed in completing work, reducing time and
saving resources (Hafez, 2014, pp. 249-250).
2.1.2 Concept of E-management:
It can be defined as the integration into all management processes, that is to say, the finalization,
organization, animation, control, impacts and opportunities for new information and communication
technologies (NICT) ( Kalika, 2000, p. 1).
Electronic management is the system of business and activities that are carried out
electronically and across networks. It is also considered the completion of business using electronic
systems and means. Therefore, electronic management is considered a continuous dynamic process to
improve the completion of business by communication networks, especially the internet (Ghaleb,
2006, p. 10).
Department of Economic and Social Affairs of the United Nations defined E-management as
the use of ICTs and their applications by the administration to provide information and public
services to the population in order to ensure management (United Nations.Economic Commission for
Africa, 2014, p. 3).
From the previous definitions, we can define E- management as carrying out administrative
functions using information technology and communication through electronic means.
2.1.3 Principles of E-management:
E-Management system is designed by combining technology and the characteristics of a future

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organization. When these elements are combined, the following e-management principles result ( Yao,
Bin Othman, Aballama, & Mahdi, 2011, p. 6659) :
2.1.3.1 Integrated system:
The organization’s system can be integrated with external systems. They must integrate all
departments internally to form a single system, and then the internal system will integrate with the
external system to connect customers and suppliers.
In practice, there are two main types of integration: database integration and system integration.
2.1.3.2 Automated system:
In an E-Management environment, the integrated system automates all of the organization’s
processes.
Full automation means that it avoids total manual process of information between all related
entities in the organization.
Automation is based on four principles:
- Process reengineering;
- Real-time data transferring;
- Minimum manual process;
- Minimum human interference.

2.1.3.3 Intelligent system:

The E-Management System is designed with Artificial Intelligent (AI) in all of its processing
engines; it can simulate the experts Mind in the system.
There are several principles:
- Optimizing and tuning;
- Predicting and forecasting;
- Summarizing;
- Analyzing and proposing;

- Self-troubleshooting and machine learning.

2.1.3.4 Paperless system
Paperless environment is one of the most important elements in e-management, and all the
Information systems must be designed towards a paperless environment.
All applications, approvals, meetings and reporting mechanisms must be changed to ensure the
use of online information; only those documents needed by external users which cannot be connected
online are justified to have printed hardcopy. The following are some of the benefits of a paperless
system:
- Online information access;
- Online announcement;
- Online application and approval;
- Online notification and online reporting.

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2.1.3.5 Dynamic system:

A dynamic organization must manage changes in the most fast and efficient manner. The E-
management system, which is the supporting element in the organization, must be very dynamic and
flexible to allow any changes needed by the organization.
Characteristics of dynamic system are:
- Scalable;
- Configurable;
- Customizable and personalizable.

2.1.4 Obstacles of E-management:

Researchers divide the obstacles to the application of E-management into six categories, but we
study just four factors, which are as follows (El-Seoud & Taj-Eddin, 20018, pp. 451-452):
2.1.4.1 Organizational obstacles:
Management of knowledge, employees and internal communication are all identified in current
business management literature as being instrumental in terms of organizational success and survival.
Furthermore, the e-government processes are complicated and complex information systems
with monolithic architectures are currently handling them. This complexity is transferred to the users
each time they transact electronically via such a system.
2.1.4.2 Technical obstacles:
Lack of sufficient software, facilities, incongruity between systems and users, as well as lack of
sufficient bandwidth of the internet and the existence of network and telecommunication problems
and difficulties in IT application.
2.1.4.3 Humanistic obstacles:
The interaction of E-management initiatives with human-beings may be hampered due to
humanistic factors such as human resistance to change, insufficient number of specialists, lack of
interest, motivation and etc.
2.1.4.4 Financial obstacles:
The lack of financial resources allocated to the infrastructure needed to implement electronic
management, especially the construction networks, linking sites, hardware and software development.
Lack of resources available to higher managements as a result of the connection with fixed and
limited budgets in which they are fixed aspects of spending (Alhasanat, 2011, p. 55).

3. FIELD STUDY
This part contains the study method, the population and the sample as well as the study tool
with hypothesis testing.
3.1 Methodology of the study:
The descriptive approach is best suited to measuring the perceptions of study participants
because it enables us to collect information from a large number of individuals so that we can then
generalize the information to all the members of the studied society.
3.2 Society and Study Sample:
We studied the case at the Algerian External Bank in Ghardaia, so we present a bank profile as
follows:
The Algerian External Bank was established according to the order No. 204/67/10/01 with a
capital of 20 million DZD after Algeria’s nationalization of five external banks.

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Then, it was transformed into an economic public corporation, it used to finance external trade,
but now it grants credits for imports and gives guarantees to Algerian exporters to facilitate their
tasks ( Latrash, 2007, p. 22).
The study population consisted of employees in the External Bank of Algeria in Ghardaia. The
total number of the study community members is 50 due to the small size of the sample. The sample
has been selected randomly.
The required sample size estimated at 45 Samples (calculator SS, 2020).
Accordingly, 50 questionnaires were distributed and 48 were retrieved; two of which were
canceled due to lack of data and 46 questionnaires were analyzed, which is an appropriate size
greater than 45, representing 92% of the study population shown in table (01).
Table 1. Number of questionnaires distributed and valid for study
Number of
Number of Number of Number of Number of
non-
Statement distributed refundable cancelled quest valid
refundable
quest quest quest for study
quest
Number of
50 48 2 2 46
questionnaires

Source: prepared by the researchers.

3.3 The Study Tool:

We chose the questionnaire as a tool for collecting the necessary data in order to determine the
obstacles to applying electronic management in Algerian commercial banks. It was designed after
reviewing a set of questionnaires related to the same topic.
Building of questionnaire:
The questionnaire consisted of two major sections:
 Incorporating demographics: gender, age, education level, job level and professional
experience.

The second section consisted of two axes:

 The first axis: talks about E-management elements (hardware, software and communication
networks) and contains 9 phrases.

 The second axis: talks about obstacles to applying E- management; it contains 12 phrases.
We used in this axis the SPSS 25 to analyze the questionnaire.

 Likert scale: in this scale, the participant is asked to determine the degree of his agreement or
disagreement with the questionnaire phrases according to five-point scales, provided that
each possibility has a degree that determines the importance of the phrase in order to analyze
individuals’ assessments of the level of obstacles to applying E-management, which included
the answers:

Strongly disagree, disagree, neither agree nor disagree, agree and strongly agree.
The weighted Average of the Likert Scale is determined in table (2).

Table 2. Weighted Average of the Likert Scale

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Degree
Strongly N.agree
of Disagree Agree Strongly agree
disagree N.disagree
approval
weighted
1-1.79 1.80 -2.59 2.60 -3.39 3.40 -4.19 4.20 -5
Average

Source: prepared by the two researchers.

3.4 Psychometric properties of the questionnaire:

3.4.1 Reliability of the questionnaire:
Reliability of the scale means giving the same results if it is re-applied to the same
sample.
Cronbach’s alpha is a method of assessing reliability. Using the SPSS program, the
Alpha Cronbach coefficient was calculated to find the internal consistency of the
combined study questions shown in table (03). Its value was 91.8%, which is greater
than 70%, indicating the instrument’s reliability, consistency, and feasibility for use in
the study.
3.4.2 Validity of the questionnaire:
The validity of the questionnaire means measuring what it is designed to measure as
shown in table (3).

Table 3. Validity and reliability coefficients of the questionnaire

Reliability
Number Validity
The axes coefficient
of items coefficient
(α)Cronbach
Total 21 0.918 0.958

Source: prepared by the researchers based on the outputs of the SPSS program.

3.5 Sample Characteristics:

This section describes the sample of the study, showing the frequencies and
percentages of participants according to their demographic variables (gender, age,
education level, job level and professional experience).
Gender: the distribution of the sample population according to gender regarding the
external bank of Algeria is shown in table (4). In light of the study sample’s repetition,
which has a total volume of 46 individuals, we note that there is a convergence
between the percentages of male and female participants concerning gender, so that
the percentage of males is (58.7%), while the percentage of females was (41.3%). This
explains that there is no discrimination between male and female in working at the
bank as shown in table (4).

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Table 4. Sample characteristics according to gender

Gender Frequency Percent %

Male 27 58.7%
Female 19 41.3%
Total 46 100%

Source: prepared by the researchers based on the outputs of the SPSS program.

a) Age: The relative frequency distribution of the members of the study sample according
to the age variable can be shown in a table (5). It is clear from these data that the
equivalent of 78.2% of the participants is between the ages of less than 30 years and
40 years. As for the other age groups, they are of varying percentages, in which people
over 50 years represent 2.2% as a minimum percentage.

Table 5. Sample characteristics according to Age

Age Frequency Percent%
Less than 30
18 39.1%
years

31 to 40 18 39.1%

41 to 50 9 19.6%

More than 50
1 2.2%
years

Total 46 100%

Source: prepared by the researchers based on the results of the SPSS program.

b) Job: The distribution of the members of the study sample according to the job variable
can be shown in table (6). The greatest percentage of employees was 71.7%, and this
is normal because the majority of workers in the bank are regular employees, followed
by the category of organization’s head with a small percentage estimated at 19.6%,
then an office head at 6.5%, and one director.

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Table 6. Sample characteristics according to job

Job Frequency Percent %

Employee 33 71.7%
Office head 3 6.5%
Organization
9 19.6%
head
Director 1 2.2%
Total 46 100%

Source: prepared by the researchers based on the results of the SPSS program.

c) Educational level: As it appears in table (7), 73.9% of participants (34) are bachelor,
17.4% (8) have gotten master degree and 8.7 % (4) are of high school level. Thus, it is
evident that most participants have a university degree.

Table 7. Sample characteristics according to Education level

Education
Frequency Percent %
level
High school 4 8.7%
Bachelor 34 73.9%
Master 8 17.4%
Total 46 100%

Source: prepared by the researchers based on the results of the SPSS program.

d) Experience: As it appears in table (8) and through the results, we notice that the
largest percentages were 41.3% and 39.1% for the two groups of less than 5 years and
10 years of experience. This explains that the bank’s policy of employment targets
new graduates, then the percentages are in order of experience from the least
experienced to the most experienced.

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Table 8. Sample characteristics according to Experience

Experience Frequency Percent %
Less than 5
18 39.1%
years
6 to less than
19 41.3%
10 years
10 to 15
7 15.2%
years
More than
2 4.3%
15 years
Total 46 100%

Source: prepared by the researchers based on the results of the SPSS program.

3.4 Hypotheses testing:

In this part, we will talk about the most important results after testing and analyzing
the hypotheses presented in the theoretical part about the obstacles to the application
of E-management in the external bank of Algeria in Ghardaia.
We have four hypotheses testing obstacles in bank which are (organizational, technical,
human and financial) as the following:
3.4.1 Testing hypothesis of technical obstacles:
H1: There are technical obstacles that hinder the application of E-management in the
External Bank of Algeria.
The items which measure technical obstacles are shown in table (9)

Table 9. Arithmetic mean and standard deviation for technical obstacles

N Items Mean Std.DEV Towards
Lack of infrastructure for
01 3.78 1.26 Agree
communication networks
Lack of interest in monitoring
02 the development of 3.70 1.28 Agree
information technology
Lack of maintenance follow-
03 3.59 1.22 Agree
up of electronic devices
The result of technical obstacles
3.69 1.25 Agree
Source: prepared by the researchers based on the results of the SPSS program.

According to table (9), the arithmetic mean of technical obstacles is (3.69). This indicates
that the answers tend to agree. "Lack of infrastructure for communication networks" has the
highest mean of 3.78, whereas the lowest mean of (3.59) was for phrase 03: "Lack of
maintenance follow-up of electronic devices". This means that the employees of Ghardaia in
the external bank agree that there are technical obstacles in the bank under study.
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 By analyzing the previous results, we accept the first hypothesis; there are technical
obstacles that hinder the application of E-management in the External Bank of Algeria.

3.4.2 Testing the hypothesis of organizational obstacles:

H2: There are organizational obstacles that hinder the application of E-management in
the External Bank of Algeria.
The items that measure organizational obstacles are shown in table (10)

Table 10. Arithmetic mean and standard deviation of organizational obstacles

N Items Mean Std.DEV Towards
Lack of a suitable work
01 environment for applying E- 3.78 1.20 Agree
management
Lack of spreading the culture
02 of implementing E- 3.74 1.10 Agree
management in the bank
absence of follow-up on the
03 evolution of the application 3.70 1.07 Agree
of E-management
The result of organizational obstacles 3.74 1.12 Agree

Source: prepared by the researchers based on the results of the SPSS program.

According to table (10): The arithmetic mean of organizational obstacles is estimated at

(3.74). This indicates that the answers tend to agree. “Lack of a suitable work environment
for applying E-management” gained the highest mean of 3.78. Further, the lowest mean of
(3.70) was for phrase 03: “absence of follow-up on the evolution of the application of E-
management”. We understand that the employees of Ghardaia’s external bank in Algeria
believe that there are organizational obstacles in the bank under study.
 By analyzing the previous results, we accept the second hypothesis; there are
organizational obstacles that hinder the application of E-management in the External
Bank of Algeria.
3.4.3 Testing the hypothesis of human obstacles:
H3: There are human obstacles that hinder the application of E-management in the
External Bank of Algeria.
The items that measure human obstacles are shown in table (11).

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Table 11. Arithmetic mean and standard deviation of human obstacles

N Items Mean Std.DEV Towards
Lack of training programs
regarding the human
01 3.70 1.17 Agree
component to work in E-
management
Weakness in the skill of
02 3.17 1.28 Agree
languages for some workers
Workers are afraid to use the
03 computer because of not 3.41 1.16 Agree
perfecting the work with it
The result of human obstacles
3.42 1.20 Agree
Source: prepared by the researchers based on the results of the SPSS program.

According to table (11), the arithmetic mean of human obstacles is (3.42). This means that
the answers tend to agree. “Lack of training programs regarding the human component to
work in E-management” has the highest mean of 3.70. The lowest mean of (3.17) was for
phrase 02: “Weakness in the skill of languages for some workers”. This means that the
employees of Ghardaia’s external bank in Algeria believe that there are human obstacles in
the bank under study.

 By analyzing the previous results, we accept the third hypothesis; there are human
obstacles that hinder the application of E-management in the External Bank of Algeria.

3.4.4 Testing hypothesis of financial obstacles:

H3: There are financial obstacles that hinder the application of E-management in the
External Bank of Algeria.
The items that measure financial obstacles are shown in table (12)
According to table (12), the arithmetic mean of financial obstacles was estimated at
(3.83), indicating that the answers tend to agree. “Lack of financial support to cover
the costs of E-management in the bank” obtained the highest mean of 3.89, whereas
the lowest mean of (3.78) was for phrase 03: “Lack of funding for computer
equipment maintenance”, which means that the employees of Ghardaia’s external bank
in Algeria believe that there are human obstacles in the bank under study.

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Table 12. Arithmetic mean and standard deviation of financial obstacles

N Items Mean Std.DEV Towards
Lack of financial support to
01 cover the costs of E- 3.89 1.26 Agree
management in the bank
Lack of funding for training
02 courses for workers in E- 3.83 0.99 Agree
management
Lack of funding for computer
03 3.78 0.98 Agree
equipment maintenance
The result of financial obstacles 3.83 1.07 Agree
Source: prepared by the researchers based on the results of the SPSS program.

 By analyzing the previous results, we accept the fourth hypothesis; there are financial
obstacles that hinder the application of E-management in the External Bank of Algeria.

4. RESULTS AND DISCUSSION

By analyzing the previous results, we reached the following results:
 we accept the first hypothesis; there are technical obstacles that hinder the application
of E-management in the External Bank of Algeria;

 we accept the second hypothesis; there are organizational obstacles that hinder the
application of E-management in the External Bank of Algeria;

 we accept the third hypothesis; there are human obstacles that hinder the application of
E-management in the External Bank of Algeria;

 we accept the fourth hypothesis; there are financial obstacles that hinder the
application of E-management in the External Bank of Algeria.
Finally, according to the results of the previous section, all of the proposed hypotheses
were accepted, indicating that there are obstacles impeding the application of E-management
in the Algerian external bank in Ghardaia, including technical, organizational, human, and
financial obstacles, with unanimous approval by the employees of the bank under study. The
average is (3.71) i.e. this value corresponds Agree in the Likart scale.
5. CONCLUSION
This research aims to identify the obstacles of applying E-management in the external
bank of Algeria in Ghardaia. In light of the current research finding and the discussion above,
the researcher can clearly conclude that there are four types of obstacles: technical obstacles,
organizational obstacles, human obstacles and financial obstacles.
Through the results of the study, the researchers put together a list of the most
important obstacles to the application of electronic management in the Algerian External
Bank in Ghardaia, which were as follows:

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1) Technical obstacles:
- Lack of infrastructure for communication networks;
- Lack of interest in monitoring the development of information technology;
- Lack of maintenance follow-up of electronic devices.
2) Organizational obstacles:
- Lack of a suitable work environment for applying E-management;
- Lack of spreading the culture of implementing E-management in the bank;
- Absence of follow-up on the evolution of E-management application.
3) Human obstacles:
- Lack of training programs for the human component to work in E-management;
- Weakness in the skill of languages for some workers;
- Workers are afraid to use computers because of not perfecting the work with
them.
4) Financial obstacles:
- Lack of financial support to cover the costs of E-management in the bank;
- Lack of funding for training courses regarding the workers in E-management;
- Lack of funding for computer equipment maintenance.
Through the results of our study we can make a number of recommendations:
- Organizing training courses for workers on electronic management;
- The necessity of instilling the culture of electronic management among those
working in administration and members of society;
- Providing the infrastructure for the electronic management project;
- Providing qualified and trained human officials for a successful application of
e-management;
- Providing sufficient financial allocations to implement E-management;
- Continuous development of electronic software to keep pace with global
developments.

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management-le-management-est-mort-vive-le-e-management
2. Ali Ellatif, H. A., & Ahmed, S. A. (2013, October). E-Management: Configuration, Functions
and Role in Improving Performance of Arab Institutions and Organization. International
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