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Review of Quantitative Finance and Accounting

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24.04.2023 | Original Research

The impact of organizational culture on bank stability

verfasst von: Hiep Ngoc Luu, Lan Thi Mai Nguyen, Kieu Trang Vu, Loan Quynh Thi Nguyen

Erschienen in: Review of Quantitative Finance and Accounting | Ausgabe 2/2023

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Abstract

This paper examines the impact of organizational culture on bank stability. We rely on the Competing Values Framework (CVF) to identify the four cultural dimensions of banks, namely Control, Collaborate, Compete and Create cultures. Using the textual analysis technique and banks’ annual reports, we obtain organizational culture values in conjunction with the CVF for a large sample of US-listed banks from 1994 to 2020. We find that banks with cultures leaning toward consistency, monitoring, and control practices (i.e., Control-oriented and Compete-oriented cultures) exhibit a higher level of stability. Additional analyses show that Control-oriented banks have higher asset quality and are less risky, whereas Compete-oriented banks have higher asset quality and better financial performance. We also find that the impact of culture on bank stability is more pronounced during “non-crisis” periods and is more prominent for small and medium-sized banks.

Vorheriger Artikel The role of earnings management via real activities and accrual management in PIPEs

Nächster Artikel The effect of book-tax conformity on the information environment: from the analyst perspective

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For example, banks are highly leveraged, have more complex and opaque assets, and have a more complicated governance structure due to high agency conflicts among bank managers, creditors, and shareholders (Morgan 2002; Flannery et al. 2004; Lepetit et al. 2018).

Our choice of using annual reports for textual analysis is motivated by the fact that they are official documents used by banks to communicate with outsiders, including investors, debtholders, business partners, regulators, and supervisors, as well as the general public. In addition, banks’ annual reports incorporate both the banks’ lending activities and other important business activities, such as quality assurance, human resource strategies, risk management activities, expansion strategies, and mergers and acquisitions strategies. Thus, banks’ annual reports provide an extensive source of information that enables us to capture the organizational culture of banks effectively.

For expositional convenience, the terms BHC and bank will be used interchangeably.

A 10-K form is a comprehensive report filed annually by a publicly listed company about its business and financial condition. The U.S. Securities and Exchange Commission (SEC) is in charge of requiring the report.

Board characteristics and CEO’s compensation data are retrieved from the ExecuComp database.

All stock data is sourced from the CRSP database.

We thank the anonymous reviewer for this suggestion.

We also ran several analyses to examine how organizational culture affects other performance measures of banks, including Tobin’s Q, return on equity (ROE), and the standard deviation of ROE (SDROE). The results show that compete-oriented culture positively impacts Tobin’s Q and ROE while lowering banks’ SDROE. We also find that Collaborate-oriented and Create-oriented cultures negatively impact Tobin’s Q. However, Create-oriented culture can improve banks’ ROE and reduce SDROE. Results are available upon request.

The variable Crisis is also included in the regression model but is omitted after we control for state-year fixed effects.

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Titel: The impact of organizational culture on bank stability
verfasst von: Hiep Ngoc Luu
Lan Thi Mai Nguyen
Kieu Trang Vu
Loan Quynh Thi Nguyen
Publikationsdatum: 24.04.2023
Verlag: Springer US
Erschienen in: Review of Quantitative Finance and Accounting / Ausgabe 2/2023
Print ISSN: 0924-865X
Elektronische ISSN: 1573-7179
DOI: https://doi.org/10.1007/s11156-023-01155-2

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