Strategic Governance Lessons from History for West African Microfinance Cooperatives

Périlleux, Anaïs

doi:10.1002/jsc.1924

Cited by 25 publications

(21 citation statements)

References 33 publications

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“…While cooperatives grow through networking, their levels of centralization and integration vary: In some networks, strategic decision-making takes place at the local level, whereas in others, LCs delegate this task to the CU, and deliver harmonized products. The Senegalese government promotes the centralized model and encourages stand-alone cooperatives to join existing networks or create new ones (Périlleux, 2013 The same argument applies to the functioning of local boards. Assembling a sample of leaders active in identical corporate structures and benefitting from similar working conditions reduces the occurrence of self-selection biases and protects our results against endogeneity issues.…”

Section: Contextmentioning

confidence: 99%

Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal

Périlleux

Szafarz

2015

World Development

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How do women leaders such as board members and top managers influence the social performance of organizations? This paper addresses the question by exploiting a unique database from a Senegalese network of 36 financial cooperatives. We scrutinize the loan-granting decisions, made jointly by the locally elected board and the top manager assigned by the central union of the network. Our findings are threefold. First, female-dominated boards favor social orientation. Second, female managers tend to align their strategy with local boards' preferences. Third, the central union tends to assign male managers to female-dominated boards, probably to curb the boards' social orientation.

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Section: Contextmentioning

confidence: 99%

Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal

Périlleux

Szafarz

2015

World Development

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“…The business of a CFI is deposit‐taking and issuing loans; therefore, it need to maintain enough liquidity to meet withdrawals (CBDA, ). In this regard, Périlleux () recommended the need for adequate supervision and good governance, as maturity mismatch can be fatal for CFIs, and can generate dramatic social consequences, such as the destruction of poor people's savings.…”

Section: The Cooperative Movement In South Africamentioning

confidence: 99%

The cooperative movement in South Africa: Can financial cooperatives become sustainable enterprises?

2019

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The co‐operative movement in South Africa came a long way, but the results of such a long revolution are yet to be seen despite an enabling legislative environment and government incentives which increased their formation from 4,000 in 2004 to 132,000 in 2016. The sustainability of these cooperatives outside government grants is very doubtful, with most of them just appearing on paper without any meaningful economic activity happening on the ground. For cooperatives to be sustainable, they need to work toward full implementation of the cooperative movement principles and values through the bottom‐up approach to cooperative formation by reducing their overdependence on the state. Financial cooperatives in South Africa can become sustainable in their role of addressing the financial market failure at the grassroots as the majority of the population, including the working class, are using informal financial schemes based on social ties as sources of their financial services. Financial cooperatives have a long history as a grassroots movement that has played an important role in addressing socioeconomic challenges facing the marginalized communities around the world in a more sustainable way.

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“…These four organizations provide additional services beyond financial assistance, in particular advisory and follow‐up support . In fact, providing microcredit in developed countries is far more costly than in developing countries (Guérin and Servet, ; Nowak, ; Périlleux, ). Microfinanced projects have low intrinsic profitability and require close monitoring.…”

Section: Typology Of Social Enterprises Active In Social Financementioning

confidence: 99%

When Social Enterprises Engage in Finance: Agents of Change in Lending Relationships, a Belgian Typology

Périlleux

2015

Strategic Change

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Strategic Governance Lessons from History for West African Microfinance Cooperatives

Abstract: Cooperatives actively pursuing financial inclusion in West Africa could potentially benefit from a closer look at the historical Raiffeisen model, which may help them provide long‐term loans in rural areas through specific strategic changes.

Cited by 25 publications

References 33 publications

Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal

Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal

The cooperative movement in South Africa: Can financial cooperatives become sustainable enterprises?

When Social Enterprises Engage in Finance: Agents of Change in Lending Relationships, a Belgian Typology

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