Restructurations bancaires, changements organisationnels et relation Banque-PME

Bouslama, Ghassen; Nekhili, Mehdi

doi:10.3917/rsg.228.0085

Cited by 4 publications

(7 citation statements)

References 15 publications

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“…Dependent variable: the decentralization of decisional rights. While the use of the decentralization of the decision-making rights can be reconciled relatively well by the use of questionnaires (Laursen and Foss, 2003;Nagar, 2002;Mendelson and Pillai, 1999;Bouslama and Nekhili, 2007;Frenzen et al, 2010;Graham et al, 2015) each Bank Regional CEO is asked to choose the alternative that best describes their earnings' estimates (do not agree = 1/strongly agree = 5).…”

Section: Methodsmentioning

confidence: 99%

The CEO’s emotional bias and the delegation of decision-making rights

Souissi

Salhi

Jarboui

2020

IJLMA

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Purpose The purpose of this paper is to document the relation between the bank’s regional CEO’s emotional bias (optimism and loss aversion) and the delegation of decision rights to the account manager. Design/methodology/approach The partial least squares (PLS) method is applied to investigate the degree to which bank’s regional CEO delegate decisions and the circumstances that drive variation in delegation. Findings The results show that delegation does not appear to be monolithic; instead, the results show that delegation varies with the personal characteristics of the bank’s regional CEO. Practical implications Banks are invited to take into account the effect of the emotional biases of the directors on the delegation of its power. Originality/value The authors put forward an original effort that is intended to discuss in particular the effect of psychological biases on the decentralization of the decision-making rights.

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Section: Methodsmentioning

confidence: 99%

The CEO’s emotional bias and the delegation of decision-making rights

Souissi

Salhi

Jarboui

2020

IJLMA

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“…Referring to the works elaborated by Catelin (2001), Bouslama & Nekhili (2007) and Zouari (2008), performance evaluation mechanisms denote two separate categories of measures; financial measures and non-financial ones. Every item is scaled from 1 up to 5 points on the Likert scale (disagree = 1/strongly agree = 5).…”

Section: Evaluation Systems Relevant To the Accounts Manager's Performentioning

confidence: 99%

“…Work has shown the significant effect of the size of the branch on bank performance (Bouslama & Nekhili, 2007;Smonel, 2011). Hence, the following measure will also be applied: the branch size = the number of staff working at the branch.…”

Section: Branch Sizementioning

confidence: 99%

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Does CEO emotional bias affect performance?

Souissi

Jarboui

2018

Cogent Economics & Finance

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This article is focused on tackling the issue of the impact of the bank CEO's emotional bias on the Tunisian banks' performance level while accounting for the mediating role of the control systems. In this regard, an empirical study has been set up through a questionnaire undertaken as an appropriately fit data collection method administered to a sample of 100 CEOs of Tunisian banks. Actually, the present research is intended to help in reflecting an original approach, since it serves to highlight the behavioral aspects' crucial role in explaining the performance level within the framework of the organizational architecture theory. To the best of our knowledge, this work represents a pioneering study that deals with exploring such a research area within the Tunisian context. Indeed, the achieved results reveal with no doubt that the behavioral dimension constitutes a central aspect in the organizational architecture as it helps greatly in reflecting the intermingling of the incentive aspect with the evaluation system with respect to the accounts manager.

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“…Elle conduit d'une part à la standardisation des relations. Or, Selon Nakamura (1999in Bouslama et Nekhili, 2007…”

Section: La Concentration Croissante Des Banques Ou La Distanciation unclassified

Proxémies financières des PME. Les effets collatéraux de la financiarisation des banques

Torrès

2011

Revue française de gestion

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La loi proxémique se définit comme étant une tendance naturelle de l'homme à privilégier ce qui est proche de lui au détriment de ce qui s'en éloigne. Appliquée en sciences de gestion, c'est dans le management des entreprises de petite taille que cette loi trouve sa plus grande pertinence. L'objet de cet article est de montrer dans quelle mesure la finance des PME est traversée par une multitude de proxémies (patrimoniale, spatiale, temporelle, etc.), conférant à la gestion financière des PME une forte spécificité. L'auteur montre aussi que les évolutions récentes de l'organisation bancaire tendent à remettre en cause ces proxémies en instaurant un management à distance.

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Restructurations bancaires, changements organisationnels et relation Banque-PME

Cited by 4 publications

References 15 publications

The CEO’s emotional bias and the delegation of decision-making rights

The CEO’s emotional bias and the delegation of decision-making rights

Does CEO emotional bias affect performance?

Proxémies financières des PME. Les effets collatéraux de la financiarisation des banques

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