Skip to main content

Research Repository

Advanced Search

All Outputs (6)

Social goals versus business necessity : the nature and determinants of innovation in financial inclusion (2021)
Journal Article
Vik, P., McEachern, M., Curtis, J., Kane, K., & Dayson, K. (in press). Social goals versus business necessity : the nature and determinants of innovation in financial inclusion. Social Business, https://doi.org/10.1362/204440821X16206324311132

Purpose: This study aims to explore the extent to which social innovation is prioritised among a sample of organisations promoting financial inclusion through the provision of affordable credit, advice and financial education. Additionally, we seek... Read More about Social goals versus business necessity : the nature and determinants of innovation in financial inclusion.

What’s so social about Social Return on Investment? A critique of quantitative social accounting approaches drawing on experiences of international microfinance (2016)
Journal Article
Vik, P. (2016). What’s so social about Social Return on Investment? A critique of quantitative social accounting approaches drawing on experiences of international microfinance. Social and Environmental Accountability Journal, 37(1), 6-17. https://doi.org/10.1080/0969160X.2016.1263967

Quantitative approaches figure prominently in social accounting and auditing. This is because of the preference among many investors for simple and ostensibly robust and comparative metrics. Social Return on Investment (SROI), which produces a moneti... Read More about What’s so social about Social Return on Investment? A critique of quantitative social accounting approaches drawing on experiences of international microfinance.

Another step up the ladder or another foot in the grave? Re-evaluating the role of formal and informal training in the career development process within Barclays Bank, 1945–80 (2016)
Journal Article
Hollow, M., & Vik, P. (2016). Another step up the ladder or another foot in the grave? Re-evaluating the role of formal and informal training in the career development process within Barclays Bank, 1945–80. Management and Organizational History, 11(4), 345-363. https://doi.org/10.1080/17449359.2016.1230068

This paper uses a combination of archival sources and oral testimonies to evaluate the role that training (both internal and external) played in determining the promotion prospects of those employed by Barclays Bank during the post-World War II era.... Read More about Another step up the ladder or another foot in the grave? Re-evaluating the role of formal and informal training in the career development process within Barclays Bank, 1945–80.

"The computer says no” : the demise of the traditional bank manager and the depersonalisation of British banking, 1960-2010 (2016)
Journal Article
Vik, P. (2016). "The computer says no” : the demise of the traditional bank manager and the depersonalisation of British banking, 1960-2010. Business History, 59(2), 231-249. https://doi.org/10.1080/00076791.2016.1177024

This article examines the role of the British bank branch manager in the context of the transformation of banking since the 1980s and discusses its implications for British banking. The analysis was based on interviews with retired bank managers and... Read More about "The computer says no” : the demise of the traditional bank manager and the depersonalisation of British banking, 1960-2010.

Toward an architecture of microcredit regulation : the case of the European code of good conduct (2014)
Journal Article
Dayson, K., & Vik, P. (2014). Toward an architecture of microcredit regulation : the case of the European code of good conduct. Journal of cost management, 28(2), 18-25

Over the last few years microfinance has faced criticism for the quality of its customer services, excessive profiteerng, and divergence from its core mission of helping the poor. As the sector, in some nations, and especially individual institution... Read More about Toward an architecture of microcredit regulation : the case of the European code of good conduct.