Corporate social innovation in banking within a developed market context
Keywords
Loading...
Authors
Issue Date
2025-06-27
Language
en
Document type
Journal Title
Journal ISSN
Volume Title
Publisher
Title
ISSN
Volume
Issue
Startpage
Endpage
DOI
Abstract
More companies are making corporate social innovation (CSI) part of their strategic policy.
This study investigates how ABN AMRO is tackling this by creating internal support and
structure for its CSI initiative, the business loan with improvement incentive. Based on a
qualitative case study – consisting of interviews and document analysis – insight is provided
into the internal dynamics that make this possible. ABN AMRO is facing various institutional
voids: regulatory complexity and uncertainty, the lack of uniform sustainability criteria, limited
applicability for SMEs and sluggish internal processes. To deal with this, the bank is focusing
on knowledge building, developing internal networks such as the Sustainability Centre of
Excellence, targeted training and mobilising employees as ambassadors. Although external
input such as customer feedback and certification systems is included, the strength and direction
of the initiative lie primarily within the organisation itself. Formal internal mechanisms ensure
clear rules of the game and policy assurance, while informal internal mechanisms such as joint
product development and learning through practical experience ensure adaptability and
continuous improvement. This approach makes it possible to make the loan suitable for a broad
SME audience. ABN AMRO shows how banks in developed markets can strategically deploy
internal resources to grow impactful innovations and thus connect social value and commercial
ambitions.
Description
Citation
Supervisor
Faculty
Faculteit der Managementwetenschappen