Comparative Analysis of Core Banking Solutions in Serbia

Authors

  • Marija Kreća University of Belgrade, Faculty of Organizational Sciences, Serbia
  • Dušan Barać University of Belgrade, Faculty of Organizational Sciences, Serbia

DOI:

https://doi.org/10.7595/management.fon.2015.0019

Keywords:

core banking, CBS analysis, core banking solution

Abstract

Core banking solutions (CBS) became the main subject of competition within banking market. This paper describes the architecture of a standard CBS. Discussed here are the solutions of the world’s greatest vendors as well as implementation of CBS solutions in Serbia. A comparative analysis of the examined solutions was performed regarding the most sought after features when it comes to the core banking system. Based on results it can be concluded that the complexity of core banking solution depends mostly on client’s requirements. The core banking system may contain a wide range of functional areas (modules), but technical features as well as protection systems of these solutions have the most significant impact on their reliability.

Author Biographies

Marija Kreća, University of Belgrade, Faculty of Organizational Sciences, Serbia

Marija Kreća(1988), is a third year PhD student at the Department of E-business at the Faculty of Organizational Sciences, University of Belgrade. She works with the Hewlett Packard Ltd. company as Release and Testing Specialist. Her research interests are: E-banking, E-government, E-education, Internet Technologies, Mobile Technologies

Dušan Barać, University of Belgrade, Faculty of Organizational Sciences, Serbia

Dušan Barać (1983) is an assistant professor at the Faculty of Organizational Sciences, University of Belgrade. His research interests are: Internet Technologies, E-business, M-business, Internet of Things, E-education, E-banking.

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Published

2015-09-20

How to Cite

Kreća, M., & Barać, D. (2015). Comparative Analysis of Core Banking Solutions in Serbia. Management:Journal of Sustainable Business and Management Solutions in Emerging Economies, 20(76), 11–22. https://doi.org/10.7595/management.fon.2015.0019

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