Upload
northamericanmgtsoc
View
105
Download
1
Embed Size (px)
DESCRIPTION
MBAA/NAMS 2013 paper presentation, "CEO Decision Making Challenges in a Stressful Environment: A Delphi Study." Bill Minnis, Eastern Illinois University and William Wilhelm, Indiana State University
Citation preview
Perceived Decision-‐Making Pressures
on Community Bank Chief Execu<ves
William J. Wilhelm
Indiana State University
William C. Minnis Eastern Illinois University
Why this research?
• frac<onal leave of absence to serve as president/CEO of a community bank 2008 -‐2012
• discovered troubled asset valua<on issues • a guest speaker in Dr. Wilhelm’s moral reasoning/ethics course
• a member of the president/CEO community during period
Research Objec<ves
• iden<fy and rank the most stressful issues among community banking execu<ves
• iden<fy contextual cues (situa<onal variables) that create greatest levels of perceived pressure
Samples
• CEO Forums, Community Bankers Associa<on of Illinois
• Survey (Delphi) I, n = 12 (sent to 22 CEOs) • Survey (Delphi) II, n = 8 (sent to 26 CEOs)
• Small response volume in both surveys noted
Survey (Delphi) I – Round 1
Q1: “What types of decision dilemmas cause you the greatest stress?”
– Open-‐ended response requested
Q2: : “Please describe how various stakeholder groups (name the group) cause you the greatest stress in your decision making.” -‐Open-‐ended response requested
Phrase Analysis Round 1 • There is a predominant percep<on of diminishing managerial control due to several factors including regula<on and regulators, higher costs, and a poor loan environment.
• There is a perceived challenge concerning the management of change. This was primarily associated with examples of personnel, board of director makeup and regulatory prepara<on.
• There was a palpable lack of op3mism that improvement would occur in the “near future.” The lack of op<mism was closely associated with con<nuing regulatory development.
Round 2 (n = 6)
Q1: Provided feedback, requested confirma<on Ra<ngs of Round-‐One Interpreta<ons
Q2: : “Concerning the areas of diminishing control, management of change and a low level of op<mism, how will you alter your management and decision style to deal with the stresses?” (n = 5)
– always be a proponent of change – retain more capital – stand my ground in balancing regulatory compliance tasks and serving customers
– lead by seang a posi<ve example – delegate more responsibility to the management team and “tread water” for five more years and get the hell out of banking.
• The researchers found no common theme in this range of responses except that they all focused on performance criteria.
Q3: “Do you feel Community Bank presidents/CEOs are struggling with ethical conflicts due to the stresses created by regula<on, change, and the uncertain future? If you do, what ac<ons will most likely be involved?”
– not struggling with any ethical conflicts – few ethical cases encountered (no clarifica<on) – to characterize conflicts as ethical “sounds too drama<c” – Shouldn’t cut corners to save costs or make loans – regulators’ efforts are not “directed correctly” (no
clarifica<on) The researchers did not iden<fy any common theme in the responses. Further, there were no responses that clearly addressed the ethical percep<on issue.
Analysis Survey I • Pressures primarily from regulators:
– diminishing managerial control – change management challenge – lack of op<mism
• Management strategies to meet challenges? – No common theme in range of responses except that all focused on performance criteria.
– No responses acknowledged ethical percep<on by public
• Are CEOs struggling with ethical conflicts? – No common theme in the responses. – No responses acknowledged ethical percep<on issue
Survey (Delphi) II (n = 8)
Q1: : “What specific issues pressure you the most as far as working toward profitability and also ensuring a perspec<ve among stakeholders that your organiza<on is performing ethically?”
Q2: : “Please describe how various stakeholder groups (name the group) cause you the greatest stress in your decision making.”
4 responses -‐ regulators 2 responses -‐ board members 2 responses -‐ none
Q3: “How do you deal with poten<ally being perceived as unethical in the preceding issues that you iden<fied?”
Analysis Survey II
• Same pressures as iden<fied in Survey I sample • Despite direct ques<oning about public ethical percep<ons, – responses acknowledged only performance metrics – ethical percep<on issue dismissed as not relevant
Conclusions
• CEOs in both surveys did not recognize any ethical contexts inherent in iden<fied stressful situa<ons.
• This may be manifesta<on of moral decoupling. • Moral decoupling heuris<c warrants further inves<ga<on.
moral decoupling -‐ wherein judgments of performance are separated from judgments of morality
Future of Research Effort
• Follow-‐up presenta<on of Delphi findings with par<cipants
• One more opportunity to gather data from their response and consider moral decoupling
• Will consider longitudinal study to measure ongoing changes in percep<ons and management
References • Ariely, D. (2008). Predictably irra5onal: The hidden forces that shape our decisions. New
York: Harper Collins. • Bank of America sells 29 branches to Arvest. (December 17, 2012). Trefis.com. Retrieved
January 18, 2013 from: hlp://www.trefis.com/stock/bac/ar<cles/158493/bank-‐of-‐america-‐sells-‐29-‐branches-‐to-‐arvest/2012-‐12-‐17. • Bazerman, M & Tenbrunsel, A. (2011). Blind spots: Why we fail to do what’s right and what to
do about it. Princeton, NJ: Princeton University Press. • Bhalacharjee, A., Berman, J. Z. & Reed II, A. (2012). Tip of the hat, wag of the finger: How
moral decoupling enables consumers to admire and admonish. Journal of Consumer Research, 39, 000. Retrieved December 22, 2012 from: hlp://www.jstor.org/stable/10.1086/667786.
• Black, L. & Hazelwood, L. (March, 2012). The effect of TARP on bank risk-‐taking. Board of
Governors of the Federal Reserve System Interna<onal Finance Discussion. • Cocheo, S. (2008). Handling people in a “mixed up” office. ABA Banking Journal, 100,( 5), 18-‐24. • Cocheo, S. (2010). Puang money on a horse, and other angles on risk. ABA Banking Journal,
102,(1) 9. • Crowe Horwath LLP. (2012). Survey indicates bank merger and acquisi<on market likely
to remain stalled. 29 Feb. Survey Results.
References con<nued • DeYoung, R & Duffy, D. (2004). The challenges facing community banks. Society, 41,
(2). 42-‐52. • FDIC Failed Bank List. (2013). Federal Deposit Insurance Corpora<on, Retrieved January 13,
2013 from: <hlp://www.fdic.gov/bank/individual/failed/banklist.html • French, K., Baily, M., Campbell, J., Cochrane, J., Diamond, D., Duffie, D., Kashvan, A.,
Mishkin, F., Rajan, R., Scharfstein, D., Shiller, R., Hong Shin, H., Slaughter, M., Stein, J., Stulz, R. (2010). The Squam Lake Report. New Jersey: Princeton University Press.
• Gazzaniga, M. (2011). Who’s in charge? Free will and the science of the brain. New York:
Harper Collins. • Hussein, F. (November 11, 2012). Lending wars: Compe<<on heats up between banks,
credit unions in commercial loan business. Daytona Beach News Journal. • Kahneman, D. (2011). Thinking, fast and slow. New York: Farrar, Straus and Giroux. • Kahneman, D. & Tversky, A. (1984). Choices, values and frames. American Psychologist,
39(4), 341-‐350. • McTaggart, T. & Callaghan, M. (June 22, 2011). Challenges currently facing community
banks, including requirements of the Dodd-‐Frank Act. Financial Services Alert,
References con<nued • Morris, C. (2011). What should banks be allowed to do? Economic Review, Fourth
Quarter, 55-‐80.
• Pral, M. K. (November 11, 2011). Banking’s black eye: The banking industry has taken it on the chin of late, but some are managing to take advantage of the situa<on, Boston Business Journal, Retrieved January 16, 2013 from: hlp://www.bizjournals.com/boston/print-‐edi<on/2011/11/11/bankings-‐black-‐eye-‐the-‐banking.html?page=all Retrieved January 17, 2013
• Sauter, M. B. & Froelich, T. C. (August 27, 2012). America's most-‐hated industries, MSN
Money partner. Retrieved January 16, 2013 from: hlp://money.msn.com/inves<ng/latest.aspx?post=259cb0ce-‐1945-‐4c30-‐9db2-‐a7656a9606a1. Retrieved January 16, 2013
• World Economic Forum, (2012). Network of Global Agenda Councils Reports 2011 – 2012:
Banking & capital markets, World Economic Forum. Retrieved January 16, 2013 from: hlp://reports.weforum.org/global-‐agenda-‐council-‐2012/councils/banking-‐capital-‐markets/.
• Yurcan, B. (2012). Community banks have unique challenges, opportuni<es. A panel
discussion at BAI Retail Delivery 2012, “Winning Strategies for Community Banks”. Retrieved 10 October, 2012 from: <hlp://ww.federalreserve.gov/pubs/ifdp/2012/1043/ifdp1043.pdf.