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Purpose The purpose of this paper is to build a framework that intends to help organizations define, implement and control their corporate social responsibility (CSR) strategies. Based on the stakeholder perspective, this paper proposes a sustainability management control system (SMCS) specifically made for the definition and implementation of CSR strategy, by linking the firm’s material topics to its key stakeholders, thus, allowing our model to be dynamic to different business environments. Design/methodology/approach In this paper, the authors constructed their model based on a review of selective relevant studies about CSR and SMCSs. This paper also went through different practical concepts from leading sustainability guidelines and stakeholder’s engagement manuals, discussing the stakeholder identification and prioritization, to re-center the debate to the strategic importance of the stakeholder perspective in defining and implementing CSR strategy, as well as its importance in how organizations can define proxies to assess the performance of their CSR initiatives. Findings Adopting the stakeholder theory as a key lens to re-frame, organize and guide the debate over the performance consequences of CSR has the potential to overcome the simplistic and (eventual) misleading conceptions of CSR strategy implementation, thus fostering the move toward more effective and efficient CSR strategies, by developing management control system (MCS) typical for CSR issues. Social implications The full process of the model outlined in this paper aims to provide a comprehensive and forward-looking tool for CSR and sustainability strategy implementation and assessment. Our model could help companies to gain an overview and an understanding of the relative importance of the material topics of their business activities that should be addressed and how they are related to the key stakeholders, thus, eventually leading to more equitable and sustainable social development by giving those who have a right to be heard the opportunity to be considered in the sustainability decision-making and strategy processes, in the aim of making valuable contributions to social, economic and environmental spheres. Originality/value The paper answers the call for research for developing novel theoretical foundations to design MCSs for CSR implementation. Therefore, the paper suggests an innovative model of SMCS for CSR strategy definition, development and implementation and helping organizations to define and develop key sustainability indicators specific to their business environment. The model also presents an opportunity to rethink and advance the understanding of how managers can prioritize competing stakeholders’ claims, which are constrained by the company’s business activities impacts.

PurposeThe purpose of this paper is to investigate how much liquidity banks create and how liquidity creation changed over time in the MENA countries and to examine the soundness of banks in these countries based on the CAME rating system, in addition to investigating the relationship between CAME ratios and liquidity creation of these banks.Design/methodology/approachThe study regresses the CAME ratios together with other control variables to model liquidity creation. The robustness of the results is evaluated by using a different measure of liquidity creation and by excluding the observations of the Islamic banks.FindingsThe results show that the CAME rating system, as an indicator of bank soundness, is negatively related to bank liquidity creation. Specifically, capital adequacy, management efficiency and earning ability ratios affect the on-balance sheet components of liquidity creation, while asset quality ratio affects its off-balance sheet component.Practical implicationsThe paper offers insights to regulators and banks managers in terms of better understanding of the negative relationship between CAME rating system and bank liquidity creation.Originality/valueThis paper sheds more light on the relationship between bank soundness and liquidity creation by using the ratios of the CAMEL rating system as an indicator of bank strength and soundness.

Due to the proliferation of international crises and the increasing pace of changes in the global economic and financial systems, companies are facing diverse and challenging risks. Hence, the need to consider the notion of risk in management control is legitimate and more specifically, the risks that stakeholders present regarding strategic objectives. Integrating this risk into management control systems will allow a better implementation of the strategy, since the latter is intended to be carried out by the organisation in an environment, in interaction with stakeholders who can affect or be affected by this strategy. This study develops a conceptual model of management control considering the risk of stakeholders. The main contribution of this work is that strategic responds and performance measurement will be based on couples of key performance indicators/key risk indicators to accurately analyse the performance, as well as the understanding of the various opportunities and threats with a view to continuous development.

Due to the proliferation of international crises and the increasing pace of changes in the global economic and financial systems, companies are facing diverse and challenging risks. Hence, the need to consider the notion of risk in management control is legitimate and more specifically, the risks that stakeholders present regarding strategic objectives. Integrating this risk into management control systems will allow a better implementation of the strategy, since the latter is intended to be carried out by the organisation in an environment, in interaction with stakeholders who can affect or be affected by this strategy. This study develops a conceptual model of management control considering the risk of stakeholders. The main contribution of this work is that strategic responds and performance measurement will be based on couples of key performance indicators/key risk indicators to accurately analyse the performance, as well as the understanding of the various opportunities and threats with a view to continuous development.