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Strategic Behaviors in Sustainable Development: The Case of Tunisian Banks

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  • Ines Shili Heraghi

    (FSEG, Sousse, Tunisia)

  • Ezzeddine Zouari

    (FSEG, Sousse, Tunisia)

Abstract

As part of the extension of the recent theoretical work from several sociopolitical approaches such as stakeholder and neo institutional, theory. This paper studies the strategic behavior of banks in sustainable development in the context of the Tunisian banking sector. The main mode of data collection is the questionnaire survey. Using a sample of 20 banks from Tunisia. Employing two different test method; crisscross sorting and scoring. According to the results of neoclassic theory, the authors' research showed that socially responsible behavior present a response to legal constraints (laws, regulations), normative constraints (professional and industry standards) or cognitive cultural constraints (mimetic behavior). Consequently, banks in the context of reputational risk adhere to these practices, recognized as relevant and appropriate to the expectations of stakeholders. Results released showed that Tunisian banks have an adaptive behavior in SD and on CSR, which affirms the works of Jeucken (2001) (Kolk et al. 2001) and (Peeters 2003) and Serre, Gendron and Ramboarisata (2008).

Suggested Citation

  • Ines Shili Heraghi & Ezzeddine Zouari, 2016. "Strategic Behaviors in Sustainable Development: The Case of Tunisian Banks," International Journal of Sustainable Economies Management (IJSEM), IGI Global, vol. 5(4), pages 25-38, October.
    • Handle: RePEc:igg:jsem00:v:5:y:2016:i:4:p:25-38
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