Close Relationship Capability Between Board Members and Stakeholders in Cooperative Banks
The article studies whether and how cooperative banks develop a close relationship capability with their stakeholders. The nature, content and purpose of relations between directors and stakeholders are analysed as well as the conditions and costs of their development. The study of a French cooperative bank brings evidence for the work of Jones et al. (2018) and confirms that cooperative banks are a favourable environment for developing close relationship capability with stakeholders. The article contributes to the instrumental stakeholder theory.