Credit Union Legislative Frameworks in the United States of America and the United Kingdom – A Flexible Friend or a Step Towards the Dark Side?

Ryder, Nicholas

doi:10.1007/s10603-007-9053-2

Cited by 5 publications

(1 citation statement)

References 32 publications

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“…Credit union growth is the strongest in the earlier years of a credit union's development until the credit union saturates its common bond. Credit union growth is restricted by the tightness of common bond, limited product range, and development model (Baker, 2008;Ryder, 2008). Given the focus on having a small number of members with strong social links by trade associations that promote "old model" management, a negative association is expected between growth and credit unions affiliated to trade associations that favor "old model" management compared with the emphasis on growth in "new model" management.…”

Section: Analytical Approachmentioning

confidence: 99%

Management Models and Priorities in Member Associations

Forker

Grosvold

Ward

2013

Nonprofit and Voluntary Sector Quarterly

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Credit unions are membership-based cooperative financial services organizations that are run by and for their members. Historically, credit unions provided financial services for their members and encouraged community development through philanthropy and volunteering. The World Council of Credit Unions (WOCCU), the sector’s global trade association and development agency, encourages the adoption of a management model, coined “new model,” which encourages for-profit financial management practices. The “new model” approach is challenged by some practitioners and academics concerned that it will diminish the community involvement of credit unions. We explore the following research question: “Does the implementation of a management model that promotes for-profit-style financial management crowd out the community impact of credit unions?” We use a dataset extracted from 2,275 annual returns for 188 credit unions spanning 1996-2008, and find no evidence that community impact diminishes as a result of “new model” operating practices, suggesting a crowding-out effect is absent.

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Section: Analytical Approachmentioning

confidence: 99%