The Bank's Regional Director's Emotional Bias and the Bank's Performance

The Bank's Regional Director's Emotional Bias and the Bank's Performance

Yasmine Souissi (Faculty of Economic Science and Management, Sfax, Tunisia), Mohamed Ali Azouzi (Faculty of Management, Mahdia, Tunisia) and Anis Jarboui (Higher Institute of Business Administration, Sfax, Tunisia)
DOI: 10.4018/IJSSMET.2018070103
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This article tries to study the impact of the bank regional manager's emotional bias on the performance of Tunisian banks. This is by taking into account the mediating role of the decentralization of decision-making rights. For this purpose, an empirical study was carried out using a questionnaire as a data collection method and using a sample of 100 regionals directors of Tunisian banks. This article reflects an original approach, as it highlights the role of behavioral aspects in explaining the level of performance within the framework of the organizational architecture theory. In fact, the results show that the behavioral dimension is a central dimension in the organizational architecture.
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2. Hypotheses’ Development

This article is part of the theory of organizational architecture, a rich theoretical framework that allows us to have an enlarged view of the process of investment decision-taking related to the search for performance by taking into account the conflicts interests and problems related to the transfer of rights of decision. It allows us to understand the real behavior of organizations in terms of investment.

The decision to grant credits to companies is an investment decision for the bank. The decision to grant credits to companies stems from an interaction between several stakeholders who belong to different hierarchical levels of the organization (Berger and Udell, 2002). In many sectors, the delegation rules are relatively informal, incompletely codified and not achievable. In the banking sector, the rules of delegation are precisely defined and formalized. The choice of the Tunisian banking sector as an investment field is guided therefore by its well-defined organizational characteristics and by its place as a main actor in the Tunisian Economy.

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