{"title":"Exploring the performance of shared-value banking at discovery bank: a leadership perspective","authors":"Mahomed Shoaib Omar, Jeremiah Madzimure","doi":"10.21303/2504-5571.2022.002330","DOIUrl":null,"url":null,"abstract":"The concept of shared value was born out of a determined effort to find methods for the corporate sector and society to grow while being sustainable. Often, banks are criticised for focusing on maximising shareholder value and not addressing societal issues or creating value for society. However, corporate shared value in banking is beginning to be embraced in the financial banking sector. Discovery Bank is a new-to-market entrant in the South African banking sector that has implemented shared-value banking to distinguish itself from competitors and create value for society. There are limited studies that explore the performance of shared-value banking in South Africa and whether implementation is viable or provides a competitive advantage. This study aimed to explore the performance of shared-value banking based on the perceptions of Discovery Bank leaders using a qualitative study methodology. The population in this study comprised 300 employees of Discovery Bank that was involved in the implementation of Discovery Bank since 2019. The target population of this research inquiry was 30 leaders of Discovery Bank. From the target population, 8 participants were chosen as the appropriate sample size to obtain the necessary data to address research objectives through interviews. Computer-assisted qualitative data analysis software, NVivo version 1.5.2 (946), was used to analyse data. Study findings were used to draw up recommendations to Discovery Bank South Africa management regarding improvement areas to meet performance objectives. The findings of the study revealed the following: Discovery Bank has created its shared-value banking model that deviates from the academic framework, it has created a new market of highly desirable clients who exhibit healthy financial behaviours and enhancing client engagement through client communication may yield greater success. Limitations and areas of future research was addressed in this study.","PeriodicalId":33606,"journal":{"name":"EUREKA Social and Humanities","volume":"7 1","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2022-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"EUREKA Social and Humanities","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.21303/2504-5571.2022.002330","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 0
Abstract
The concept of shared value was born out of a determined effort to find methods for the corporate sector and society to grow while being sustainable. Often, banks are criticised for focusing on maximising shareholder value and not addressing societal issues or creating value for society. However, corporate shared value in banking is beginning to be embraced in the financial banking sector. Discovery Bank is a new-to-market entrant in the South African banking sector that has implemented shared-value banking to distinguish itself from competitors and create value for society. There are limited studies that explore the performance of shared-value banking in South Africa and whether implementation is viable or provides a competitive advantage. This study aimed to explore the performance of shared-value banking based on the perceptions of Discovery Bank leaders using a qualitative study methodology. The population in this study comprised 300 employees of Discovery Bank that was involved in the implementation of Discovery Bank since 2019. The target population of this research inquiry was 30 leaders of Discovery Bank. From the target population, 8 participants were chosen as the appropriate sample size to obtain the necessary data to address research objectives through interviews. Computer-assisted qualitative data analysis software, NVivo version 1.5.2 (946), was used to analyse data. Study findings were used to draw up recommendations to Discovery Bank South Africa management regarding improvement areas to meet performance objectives. The findings of the study revealed the following: Discovery Bank has created its shared-value banking model that deviates from the academic framework, it has created a new market of highly desirable clients who exhibit healthy financial behaviours and enhancing client engagement through client communication may yield greater success. Limitations and areas of future research was addressed in this study.
共享价值的概念源于一种坚定的努力,即寻找企业部门和社会在可持续发展的同时增长的方法。人们常常批评银行专注于股东价值最大化,而不解决社会问题或为社会创造价值。然而,企业在银行业的共享价值正开始被金融银行业所接受。发现银行是南非银行业的新进入者,它实施了共享价值银行业务,以区别于竞争对手,为社会创造价值。关于南非共享价值银行的绩效以及实施是否可行或是否提供竞争优势的研究有限。本研究旨在利用定性研究方法,根据发现银行领导人的看法,探讨共享价值银行的绩效。本研究中的人口包括发现银行的300名员工,他们自2019年以来参与了发现银行的实施。本次研究调查的目标人群为30位发现银行的领导。从目标人群中,选择8名参与者作为适当的样本量,通过访谈获得必要的数据来解决研究目标。采用计算机辅助定性数据分析软件NVivo version 1.5.2(946)进行数据分析。研究结果用于向发现银行南非管理层提出关于改进领域的建议,以实现业绩目标。研究结果显示:发现银行创建了偏离学术框架的共享价值银行模式,它创造了一个新的市场,拥有非常理想的客户,他们表现出健康的金融行为,通过客户沟通提高客户参与度可能会产生更大的成功。在本研究中指出了局限性和未来研究的领域。