Creating Shared Value at Dutch-Bangla Bank Limited in Bangladesh

Islam, Md. Rabiul

doi:10.11648/j.ajtab.20170303.13

Cited by 3 publications

(1 citation statement)

References 9 publications

(11 reference statements)

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“…The Shared value creation concept introduces a transformative perspective that redefines the role of businesses in society (Porter & Kramer, 2011). It challenges the conventional notion that societal and economic goals are mutually exclusive, proposing instead that businesses can achieve economic success while concurrently addressing social and environmental challenges (Rabiul Islam, 2017). Shared value creation emphasizes that business activities should be aligned with societal needs, creating positive outcomes for the company and the broader community (Crane et al, 2014;Lichtenthaler, 2017;Mühlbacher & Böbel, 2019).…”

Section: Concept Of Shared Value Creationmentioning

confidence: 99%

Linking stakeholders need and sustainable business performance: Unleashing the power of shared value creation for competitive advantage—Study on selected banks in Ethiopia

Waktola,

Singh,

Singh

2024

Bus Strat Dev

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Integrating social and environmental considerations into business strategies has become imperative for companies seeking competitive advantage in today's dynamic and complex business environment. This study explored the effect of Shared Value Creation Practices on Competitive Advantage within banks. The study focused on how banks can achieve competitive advantage by creating shared value that addresses business goals and social needs. Data were collected from 463 customers of selected commercial banks in Ethiopia. The self‐administrative questionnaire was given to the customers selected by convenience sampling method. The study used the Structural Equation Model to test relationship between variables. The Study findings reveal that Shared Value Creation Practices significantly enhance banks' competitive advantage. The study suggests that banks can strategically leverage Shared Value Creation practices to gain a sustained advantage in a competitive market. Banks should continuously innovate and adapt strategies to address evolving stakeholders' needs. The banks should consider shared value creation integral to their strategic planning.

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Section: Concept Of Shared Value Creationmentioning

confidence: 99%

Linking stakeholders need and sustainable business performance: Unleashing the power of shared value creation for competitive advantage—Study on selected banks in Ethiopia

Waktola,

Singh,

Singh

2024

Bus Strat Dev

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Analysis of the Mission Statement of the Commercial Banks of Bangladesh

Ahmed

2010

SSRN Journal

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Effects of Ownership Structure on Intellectual Capital: Evidence from Publicly Listed Banks in Bangladesh

Hossain,

Rana

2024

JRFM

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This study explored the impacts of ownership structure (OS) on intellectual capital (IC) and its components. Data were gathered from 31 Dhaka Stock Exchange-listed banks for five years, from 2017 to 2021, consisting of 155 observations as balanced panel data. The study used the modified value-added intellectual coefficient (MVAIC) model to track the IC efficiency. The robust fixed effects model was employed for regression analysis to test the hypotheses. The research found that sponsor director ownership is negatively associated with the MVAIC, human capital efficiency (HCE), and structural capital efficiency (SCE) but positively with relational capital efficiency (RCE). High institutional and public ownership are positively linked with SCE but negatively with RCE. Foreign ownership is only positively associated with banks’ MVAIC and HCE. The regression results showed that high institutional ownership (IO) significantly enhanced the MVAIC and HCE. Foreign and public ownership positively influenced banks’ MVAIC, HCE, and capital employed efficiency (CEE) but negatively impacted RCE. The findings of this study will help banks’ policymakers with ownership mixes for the optimum utilization of banks’ resources. Management may assess IC’s efficiency level for proper supervision and use of knowledge resources to boost bank profitability. Also, the findings will help investors make prudent investment decisions. This is the first study to focus on OS and IC with diverse elements in Southeast Asia, especially Bangladesh, an emerging market.

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Creating Shared Value at Dutch-Bangla Bank Limited in Bangladesh

Cited by 3 publications

References 9 publications

Linking stakeholders need and sustainable business performance: Unleashing the power of shared value creation for competitive advantage—Study on selected banks in Ethiopia

Linking stakeholders need and sustainable business performance: Unleashing the power of shared value creation for competitive advantage—Study on selected banks in Ethiopia

Analysis of the Mission Statement of the Commercial Banks of Bangladesh

Effects of Ownership Structure on Intellectual Capital: Evidence from Publicly Listed Banks in Bangladesh

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