- Title
- An investigation into stakeholder inclusivity and the board’s ability to create competitive advantage at South Africa’s “big five” retail banks
- Creator
- Wolhuter, Darren Wilfred
- Subject
- Stakeholder management South Africa
- Subject
- Strategic planning South Africa
- Subject
- Banks and banking South Africa
- Subject
- Corporate governance South Africa
- Subject
- Competition
- Subject
- Resource-based theory
- Date Issued
- 2022-04-06
- Date
- 2022-04-06
- Type
- Academic theses
- Type
- Master's theses
- Type
- text
- Identifier
- http://hdl.handle.net/10962/284548
- Identifier
- vital:56073
- Description
- Stakeholder theory has long put forth the concept that managerial attention must be given to all stakeholders towards the realisation of value creation opportunities. Through the process of stakeholder engagement, and through the adoption of stakeholder inclusivity principles, an organisation can position itself to reap the benefits of understanding the legitimate needs and interests of all its stakeholders by seeking to satisfy all its stakeholders in turn. This study analysed the integrated reports of five retail banks, whose main base of operations were in South Africa, to assess the board’s ability to create value for its stakeholders through adopting a stakeholder inclusive approach to corporate governance as advocated for by the King Code on Corporate Governance in South Africa – King IV™. This assessment was done through an examination of a selection of outcomes relevant to the banking industry and related to each of the six capitals that form part of the value creation process as indicated for in the Integrated Reporting Framework (IIRC, 2013): 1) Financial Capital, 2) Manufactured Capital; 3) Intellectual Capital; 4) Human Capital; 5) Social and Relationship Capital, and; 6) Natural Capital. The results obtained, over a three-year period – 2018 to 2020, revealed that while the directors had a firm understanding of who their material stakeholders were, they struggled to create value that catered to all their stakeholders collectively. In addition, the directors were also unable to create sustainable value over the assessment period. As a result of this, most banks, with the exception of one, were unable to realise the value creation opportunities that could have led to a potential source of competitive advantage. The study concludes that while no observable sustainable competitive advantage was evident over the period of assessment, the concept of stakeholder inclusivity is an important corporate governance principle that drives value creation and, as such, warrants more attention from the director’s point of view. This research is intended to contribute to the growing knowledge on the importance of stakeholder inclusivity in corporate governance execution.
- Description
- Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2022
- Format
- computer
- Format
- online resource
- Format
- application/pdf
- Format
- 1 online resource (70 pages)
- Format
- Publisher
- Rhodes University
- Publisher
- Faculty of Commerce, Rhodes Business School
- Language
- English
- Rights
- Wolhuter, Darren Wilfred
- Rights
- Use of this resource is governed by the terms and conditions of the Creative Commons "Attribution-NonCommercial-ShareAlike" License (http://creativecommons.org/licenses/by-nc-sa/2.0/)
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | WOLHUTER-MBA-TR22-75.pdf | 1 MB | Adobe Acrobat PDF | View Details Download |