Managing a crisis of confidence in Nigeria's banking and financial industry

A Hybrid Financial Performance Evaluation Model for Wealth Management Banks Following the Global Financial Crisis

“…Some important issues related to product risks such as those pertaining to Lehman's minibonds and the operational risk of the bank have not been considered. In particular, a more complete risk control mechanism (Aebi et al 2011) and how to recover the consumers' confidence in banking wealth management have become very important issues since the global financial crisis (Bernanke 2009;Committee on Capital Markets Regulation 2009;Shiller 2009;Davis 2010;Pratt et al 2011). Studies have obviously been insufficient in number to evaluate the financial services sector influenced by the 2008 global financial crisis.…”

“…Studies have obviously been insufficient in number to evaluate the financial services sector influenced by the 2008 global financial crisis. Therefore, based on the SPPRC structure, which consists of five critical factors, namely, service (S) (Meyer, Markiewicz 1997;Wang, Lin 2009a;Yu, Ting 2011;Stankevičienė, Mencaitė 2012), performance (PE) (Meyer, Markiewicz 1997;Seçme et al 2009;Wang, Lin 2009a;Wu et al 2009b;Aebi et al 2011;Stankevičienė, Mencaitė 2012), professionalism (PR) (Wu et al 2009b(Wu et al , 2010(Wu et al , 2011aYu, Ting 2011;Wu 2012), risk controls (RC) (Meyer, Markiewicz 1997;Wang, Lin 2009a;Aebi et al 2011;Yu, Ting 2011) and confidence (C) (Radcliffe, Schniederjans 2003;Oest, Franses 2008;Pratt et al 2011;Hansen 2012) (SPPRC), this study constructs a more complete approach to the performance evaluation of the financial services provided by WM banks by utilising a multi-criteria decision making method (MCDM) in an AHP hierarchy (Zavadskas, Turskis 2011).…”

Managing intractability: Wrestling with wicked problems and seeing beyond consensus in public relations

“…Practitioners provided insights into the positive and negative outcomes of agonistic engagement and tactics. As Dodd (2018) and Gaither et al (2018) have described, practitioners understood organizational brandstanding (taking a stance on a divisive issue) as an increasingly expected action, rather than strictly in the term's original meaning as a promotional tactic (Pratt et al, 2011). Multiple participants agreed that the publicity from such stances could have a positive impact on organizational bottom lines, reinforcing the findings of CSA research that has demonstrated increased consumer purchasing intention for corporations taking stances, particularly when they agree with that stance (Dodd & Supa, 2014.…”

Ethics education and locus of control: Is Rotter’s scale valid for Nigeria?

“…There is, therefore, a need to "teach" an internal locus of control when imparting business ethics education in this and similar environments. This would help to stem the wave of unethical behaviour, especially corruption, which has become almost endemic (Pratt, Ademosu, Adamolekun, Alabi, and Carr, 2011).…”