Towards a Model of Corporate and Social Stakeholder Engagement: Analyzing the Relations Between a French Mutual Bank and Its Members

Girard, Carine; Sobczak, André

doi:10.1007/s10551-011-1034-3

Cited by 42 publications

(46 citation statements)

References 26 publications

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“…One attitude to observe is the level of perceived compliance toward trade policies [32][33][34][35][36][37]. Promotions, regulations, and operations are the resources that encourage compliance from the policy target groups.…”

Section: Affective Evaluation Of Policy Performancementioning

confidence: 99%

“…Firms make genuine compliances in adopting trade policies when their key employees can internalize values of the given policy. In other words, genuine compliance occurs when employees genuinely appreciate the values suggested by the trade policy implementation resources based on their moral and civic values [32,34,36].…”

Section: Affective Evaluation Of Policy Performancementioning

confidence: 99%

“…Superficial compliance could also stem from the desire to earn approval and respect from the environment [32]. Potential environment for that kind of social pressure includes other firms, the community, the media, family, and friends.…”

Section: Affective Evaluation Of Policy Performancementioning

confidence: 99%

“…With high public awareness of a trade policy, associates in firms are more likely to understand the purpose and importance of the policy [11]. With the understanding of purposes and consequences of the policy, associates may internalize the values of the policy and make the adoption decisions upon genuine compliance [32,34,36]. Yet, lacking high public awareness, firms may only adopt, if at all, because of superficial reasons such as following other firms' adoptions or to gain an acknowledgement from the government [32,33,37].…”

Section: Affective Evaluation Of Policy Performancementioning

confidence: 99%

“…Penalties are also regulatory resources that punish firms for untimely or non-policy adoptions [18]. Kohli and Jaworski [37] ascertain that the existence of incentives indicates to employees that they are likely to receive rewards in the future, thereby causing them to genuinely comply [32,34,36]. Similarly, penalties indicate to employees that they may expect some form of sanctions in the future because of substandard performance [38], thus they genuinely comply to perform at higher levels in order to avoid similar sanctions in subsequent periods [32,34,36].…”

Section: Hypothesis 2 (H2)mentioning

confidence: 99%

See 4 more Smart Citations

Affective Policy Performance Evaluation Model: A Case of an International Trade Policy Implementation

2018

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Firms often superficially adopt policies because of governmental rules and regulations, so as to avoid penalties or to gain benefits. However, the evaluation and characterization of those kinds of adoptions as policy performance distorts the true level of policy performance: social sustainability. This study proposes an affective policy performance evaluation model. The attitudes of employees toward adopting a policy are characterized into genuine and superficial compliance. Their behaviors are explained through voluntary and opportunistic adoptions. In order to validate the proposed model, a survey was conducted on an international trade policy target group (n = 216) for the Strategic Trade Control System (STCS), in order to understand their attitudes toward adopting the policy. The survey data was analyzed by a structural equation modeling method. The measures of the factors in the proposed model are adopted and modified from existing studies. The most effective resources of policy implementation on the firms' genuine and superficial compliance and ultimately on the firms' voluntary policy adoption are revealed through the analysis. Based on the results, this study presents a strategy for allocating and managing policy implementation resources to exclusively encourage firms' trade policy adoptions.

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Section: Affective Evaluation Of Policy Performancementioning

confidence: 99%

Section: Affective Evaluation Of Policy Performancementioning

confidence: 99%

Section: Affective Evaluation Of Policy Performancementioning

confidence: 99%

Section: Affective Evaluation Of Policy Performancementioning

confidence: 99%

Section: Hypothesis 2 (H2)mentioning

confidence: 99%

See 3 more Smart Citations

Affective Policy Performance Evaluation Model: A Case of an International Trade Policy Implementation

2018

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Stakeholder Engagement: An Evaluation of European Banks

Venturelli

Cosma

Leopizzi

2018

Corp Soc Responsibility Env

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This work introduces a model for evaluating the quality of stakeholder engagement (SE) in the banking sector by applying content analysis to SE disclosure. Through this model, an SE score is calculated based on a combination of qualitative and quantitative variables by international standards and relevant literature. The results show that European banks do not have highquality SE processes, especially in comparison to non-financial companies traditionally regarded as corporate social responsibility sensitive. The main findings of the paper have both theoretical and empirical implications. Regarding theory, this study contributes to the so far scant literature on SE in the banking sector. From the management perspective, the results highlight areas that can be strengthened to improve SE processes in banks.

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Stakeholder engagement for value‐based banking: The case of Malaysian Islamic banks

Noordin

Alhabshi

2023

Journal of Public Affairs

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This study explores the practices of stakeholder engagement (SE) in Malaysian Islamic banks. In 2017, Bank Negara Malaysia (BNM) introduced the Value‐Based Intermediation (VBI) framework, with the aim of promoting a more sustainable and responsible banking system in the country. Among others, the VBI framework requires Islamic banks to adopt a stakeholder‐driven approach to their business operations, which involves understanding and responding to the needs and expectations of their stakeholders. Within this context, we apply a content analysis of the annual and sustainability reports of all stand‐alone Islamic banks in Malaysia to document the changes in the banks' quality of SE after the introduction of the VBI. The content analysis is guided by a new index that we construct, termed as the Stakeholder Engagement Quality Index (SEQI), which covers four dimensions of SE process: the purpose, stakeholder mapping, scope and approach to the engagement. Our results indicate that the SE quality significantly increases overall and for the third (i.e., scope of SE) and fourth (i.e., SE approach) dimensions subsequent to the VBI. Additionally, in terms of bank types, we find that the SEQI score is higher for commercial Islamic banks than development Islamic banks in the post‐VBI period. Despite such improvements, our study alerts policymakers that there are areas that need further attention. Among others, these include integrating SE into the banks' internal managerial functions and encouraging active stakeholder participation in the design and implementation of the engagement itself.

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Towards a Model of Corporate and Social Stakeholder Engagement: Analyzing the Relations Between a French Mutual Bank and Its Members

Cited by 42 publications

References 26 publications

Affective Policy Performance Evaluation Model: A Case of an International Trade Policy Implementation

Affective Policy Performance Evaluation Model: A Case of an International Trade Policy Implementation

Stakeholder Engagement: An Evaluation of European Banks

Stakeholder engagement for value‐based banking: The case of Malaysian Islamic banks

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