Reality of Strategic Planning in Islamic Banks “Case Study: JIB”

Abstract

Banks play a vital role in financing and developing national economy with its various sectors, by means of their various functions, such as operating as a broker between savers and investors. Due to their significant engagement with other economic sectors as well as the large number of their clients, whether individuals or organizations, banks are special institutions.

In contrast with other companies, they are distinguished for their high financial leverage, as the banks contributors obviously represent only a slight part of the total available funding resources. Late 2012, the total rights of licensed banks in Jordan – amounting to 26 – are about JD4.9 billion, making only 13.1% of the total assets of the banks, which reached approximately JD37.3 billion on that date[1]. In other words, in their capitals, they basically rely on the money of depositors rather than shareholders.

Accordingly, the Central Bank of Jordan and control parties pay great attention to the safety of banks’ financial conditions and activities, since any imbalance may lead to a disorder in the entire banking sector due to the lack of audience credibility. If so happens in any country, it may a national economic crisis is likely to be seen.

Islamic banks occupy a distinguished position on the map of the international banking industry. Particularly, as their holdings constitute 21% of the credit facilities of the licensed banks in the same period and 15% of clients’ deposits, these institutions are integral to the Jordanian banking sector. Therefore, they are significantly concerned with adopting Strategic Planning as a method to manage their activities.

In this regard, the present research aims at shedding light on some banking SP aspects, in general, and Islamic banks, in specific. The study explores the reality of SP in the Jordan Islamic Bank, which is the pioneer in the kingdom and has several regional and international successes in this field.

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