2017
DOI: 10.3362/1755-1986.16-00014
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Trade-off between outreach and sustainability of microfinance institutions: evidence from sub-Saharan Africa

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Cited by 35 publications
(30 citation statements)
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“…It measures an institution's ability to generate sufficient revenue to cover its costs. It is a MIX Market standard indicator for financial performance and has been used as a proxy for financial sustainability in various studies [8,33,48,53,[61][62][63][64]. Achieving above 100% of OSS indicates that the institution is earning sufficient revenue from its operations to cover its costs.…”
Section: Dependent Variablementioning
confidence: 99%
“…It measures an institution's ability to generate sufficient revenue to cover its costs. It is a MIX Market standard indicator for financial performance and has been used as a proxy for financial sustainability in various studies [8,33,48,53,[61][62][63][64]. Achieving above 100% of OSS indicates that the institution is earning sufficient revenue from its operations to cover its costs.…”
Section: Dependent Variablementioning
confidence: 99%
“…Furthermore, the Microfinance Transparency 2011 report notes that Zambia is an expensive place in which to carry out business activities including microfinance activities. Consequently, all MFI managers in this study noted that one of the challenges they face like other MFI managers in many other developing countries is that of reducing client transaction costs (Abdulai & Tewari, ; Kamel, ). Failure to do so threatens their financial viability and long‐term institutional sustainability.…”
Section: Overview Of Resultsmentioning
confidence: 92%
“…The current literature has made some meaningful attempt in studying factors that might influence or even mitigate these symptoms of mission drift, such as prudential regulation and supervision on some specific issues (Abdulai & Tewari, 2017), government regulations on the corporate governance in the microfinance sector (Okoye et al, 2017), risk preference of loan officer (Jia, Cull, Guo, & Ma, 2016), loan portfolio design (Lopatta et al, 2017), and the influence of CEOs' gender (Hartarska, Nadolnyak, & Mersland, 2014) as well as the staff training and adequate incentive of loan officer (Aubert, Janvry, & Sadoulet, 2009) in MFIs on the tradeoff between financial sustainability and social goals. Although these meaningful attempts have been made, the extant studies on microfinance still do not answer fundamentally whether it is possible to balance the paradoxical nature of the dual missions of MFIs and if it is possible, how to balance the two conflicting missions of MFIs.…”
Section: A Critical Analysis Of the Three Modelsmentioning
confidence: 99%