The remainder of the paper is organized as follows. In
Section 2, we discuss this study in the context of organizational
division of responsibility, the bank performance
literature, and the frontier analysis literature. In Section
3, we develop the model used to measure performance at
the different levels of the hierarchy and show how these
measures determine overall organizational performance.
Section 4 provides an application of the model to a major
French banking organization with 1585 branches in 17 different
regions of France. In Section 5, we present a summary
and our conclusion.