How Green Bankers Promote Behavioral Integration of Green Investment and Financing Teams—Evidence from Chinese Commercial Banks
Abstract
:1. Introduction
2. Literature Review and Theoretical Basis
2.1. Previous Research on the Relationship between Green Bankers and Green Investment and Financing Teams
2.2. Structuration Theory
2.3. Theoretical Assumptions about the Relationship among Green Bankers, Team Structure, and Behavioral Integration
3. Research Methods
3.1. Case Selection
3.2. Data Collection and Data Analysis
4. Interview Analysis
4.1. Guiding Green Investment and Financing Teams to Form a Consensus on Green Finance Strategies
4.2. Creating the Awareness and Environment of Exploratory Learning for Green Investment and Financing Teams
4.3. Cultivating Trust within Green Investment and Financing Teams
4.4. Granting Structural Power to Competent Green Investment and Financing Team Members
4.5. Designing and Implementing a Fair “Results-Oriented” Remuneration System
4.6. Setting Clear Job Responsibilities for Green Investment and Financing Team Members
5. Conclusions and Implications
5.1. Conclusions
5.2. Implications
Author Contributions
Funding
Institutional Review Board Statement
Data Availability Statement
Conflicts of Interest
References
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Enterprise Code | Nature of Bank | Integration | Interviewees | |
---|---|---|---|---|
Position | Number of People | |||
A | State-owned shareholding system | High | Branch head of green finance, branch head, senior business manager | 5 |
B | State-owned shareholding system | High | Senior experience at branch head level, branch head, department manager | 5 |
C | National shareholding system | High | Regional green finance business leaders, branch heads and approvers | 4 |
D | Private Commercial Banks | High | Vice president of the head office, branch heads and department managers | 3 |
E | National shareholding system | Low | Green finance business leader, department manager, credit manager | 3 |
F | City Commercial Bank | Low | Vice President of the head office, department manager, account manager | 4 |
G | Rural Commercial Bank | Low | Green finance business leader, marketing executive, credit manager | 4 |
H | Private Commercial Banks | Low | Department heads, marketing executives, department heads | 3 |
Enterprise Code | Integration | Open Communication Scenarios | Teamwork Scenarios | Decision-Making Participation Scenarios | |||||||
---|---|---|---|---|---|---|---|---|---|---|---|
a | b | c | a | b | c | a | b | c | d | ||
A | High | Yes | Yes | Yes | Yes | Yes | Yes | ||||
B | High | Yes | Yes | Yes | Yes | Yes | Yes | Yes | |||
C | High | Yes | Yes | Yes | Yes | Yes | Yes | Yes | |||
D | High | Yes | Yes | Yes | Yes | Yes | Yes | Yes | |||
E | Low | Yes | Yes | ||||||||
F | Low | Yes | |||||||||
G | Low | Yes | |||||||||
H | Low | Yes | Yes | Yes |
Enterprise Code | Banks Characteristic | Position | Interview Data | |
---|---|---|---|---|
Interview Details | Analysis Results | |||
A | State-owned shareholding system | Leaders | It has been our goal to develop steadily and increase the total amount of high-quality deposits and loans. | Building strategic consensus |
Team Members | Products and industry trends are changing rapidly, and now that green finance is in great demand, everyone is competing for customers. | Have strategic consensus | ||
B | State-owned shareholding system | Leaders | As a large bank, we have a great deal of social responsibility, and assisting companies in their green transformation is our current focus. | Building strategic consensus |
Team Members | The clients we serve are becoming more environmentally conscious, and as a financial service provider, we should be ahead of our clients. | Endorsement of strategic consensus | ||
C | National shareholding system | Leaders | The financial industry is a dynamic industry, and greening is our special business and a major trend nowadays, We should either advance or retreat. | Strategic consensus has been integrated into regular operations |
Team Members | The transformation of green finance business helped our bank overcome the most difficult period, and now that others are learning this business, we cannot be left behind. | Engage in strategic consensus practice | ||
D | Private Commercial Banks | Leaders | We spend a large amount of money to encourage our team to develop green finance business through a series of manpower incentives, training, and labor competitions. | Build strategic consensus formation environment |
Team Members | You can hear green finance 20 times in one meeting; even the sweeper’s aunt knows that we are now focusing on green credit. | Constitute a strategic consensus | ||
E | National shareholding system | Leaders | Tasks are issued in accordance with the requirements of the head office; I’m not sure about the specific feedback. | Failure to proactively build strategic consensus |
Team Members | The performance appraisal does add to the green finance account, but at present we’ve just finished one deal; whether we would continue or not depends on the pressure in the future. | Not understanding the meaning of strategic objectives | ||
F | City Commercial Bank | Leaders | I attended a city meeting recently where I heard a lot about carbon finance or something, but I don’t know how we can turn that into intermediate service revenue. | Unclear strategic objectives |
Team Members | We don’t have a product package for green finance currently; let’s take one step at a time. | No recognition of strategic goals and a wait-and-see attitude | ||
G | Rural Commercial Bank | Leaders | Farming loans are green finance, right? But since we haven’t set up any related performance targets, we will not participate in this business. | Strategic goals are not yet clear |
Team Members | We are engaged in agricultural lending, and we don’t know how green finance can be integrated into our business. | No strategic consensus | ||
H | Private Commercial Banks | Leaders | Not quite sure how green finance and our business can be integrated; our business growth is still relatively healthy, and we have no plans to explore new areas. | Strategic development direction is unclear |
Team Members | Our business model is different, as we mainly cooperate with large Internet companies. We operate in a very environmentally friendly way. | More passive team behavior |
Enterprise Code | Banks Characteristic | Position | Interview Data | |
---|---|---|---|---|
Interview Details | Analysis Results | |||
A | State-owned shareholding system | Leaders | We attach great importance to staff learning, there are bank leaders in charge of training at all levels of the leadership team, and there are several training bases in Harbin, Changchun, and Hong Kong nationwide, as well as our own training centers in each province at the branch level. | Build a learning environment |
Team Members | The atmosphere in the bank attaches great importance to learning, and now almost all new employees have a master’s degree, and I myself am studying for an MBA. | Have a sense of learning | ||
B | State-owned shareholding system | Leaders | Our human resources system has a special bonus point for professional licenses held by employees in the job evaluation, encourages employees to learn professional skills, and provides subsidies for participation in studies. | Raise awareness of learning |
Team Members | We have business learning activities on weekends, and basically every year the bank will also take out one or two weeks for us to attend closed training courses, which are tailored to business needs and are highly targeted and useful. | Have a learning environment | ||
C | National shareholding system | Leaders | From the beginning of the training of new employees, we will be able to assess the learning ability and training results of employees, and those who do not like to learn may not even pass the probationary period. | Raise learning awareness into the organizational structure |
Team Members | Business learning is a regular part of our work, and we design our own courses internally and invite outside experts to speak. | Effective integration into the learning environment | ||
D | Private Commercial Banks | Leaders | We spend a large amount of money to cooperate with associations, unions, and universities to provide training for employees, and we also reimburse some of the cost if employees themselves have obtained the certification. | Create a learning environment and encourage active learning |
Team Members | The leadership attaches great importance to our professional qualifications, many senior certificates have bonuses, which are also very helpful for promotion. | Cognitive learning importance | ||
E | National shareholding system | Leaders | Sorry, I am not responsible for the force and am not clear about the specific situation. | Not involved in employee learning efforts |
Team Members | We have a training mechanism, but we have been to the training center, usually older employees or leaders too. | Not engaged in learning behaviors | ||
F | City Commercial Bank | Leaders | We will invite some training institutions to conduct training; employees have to attend. These sessions will primarily be conducted by university professors. However, I’m not sure who will be responsible for arranging the sessions within human resources. | Not directly involved in employee training |
Team Members | Training is arranged during office hours. Usually, those of us who are engaged in business have no opportunity to participate. It is mainly the staff from administrative departments who attend. | Not integrated into the learning environment | ||
G | Rural Commercial Bank | Leaders | Organizations such as associations sometimes hold training, and we all participate actively. | Not actively constructing the learning environment |
Team Members | We rarely recruit newcomers; we are skilled workers and we do not need to learn anything. | Did not keep learning | ||
H | Private Commercial Banks | Leaders | We are not clear; we do not have many credit staff. Our business is mainly online and processed by computers. | No learning environment |
Team Members | Our business model is not the same; our clients are mainly large Internet companies and we do not have the services that traditional financial institutions have. | Differences in learning orientation |
Enterprise Code | Banks Characteristic | Position | Interview Data | |
---|---|---|---|---|
Interview Details | Analysis Results | |||
A | State-owned shareholding system | Leaders | I was not the leader of the business line before I was in charge of the green finance business; I was in charge of the corporate culture. I should say that the staff handling the business is more familiar with the specific business than I am, and I trust the ability of the team, not relying on personal experience. | Full trust in subordinates |
Team Members | We strictly divide our work according to job responsibilities and carry the duties and tasks of each position; each person is a module in our business process, and as long as everyone does their job well, things will run smoothly. | Full trust in the team | ||
B | State-owned shareholding system | Leaders | Green credit is a highly specialized job, and our staff are experts in the industry and know what they are doing. | Full trust in the team |
Team Members | Iron rules, iron abacus, iron books. As a large state-owned bank, we control risks and allocate resources for major investments. Everyone is very serious and professional. | Full trust in the team | ||
C | National shareholding system | Leaders | Although our green finance business is a new department, these people have been my sons and daughters for many years, and we are one of the best teams in the industry. | Long-term teamwork and trust |
Team Members | Our team has taken on many tasks; the financial market is changing, but the team’s ability to take on tasks and overcome difficulties will not change. | The team has accumulated sufficient mutual understanding over a long period of time | ||
D | Private Commercial Banks | Leaders | This is a newly formed team that has taken on a lot of internal talent to respond to business needs, and they are very capable. | Trusting subordinates |
Team Members | Most of the colleagues are highly educated and highly paid, so I believe we are all very capable of working. | The team is not familiar with each other, but there is a basic mutual trust | ||
E | National shareholding system | Leaders | Sorry, I’m not responsible for the handling of specific business. | Lack of communication with employees at the business level |
Team Members | If customers have a need, we will recommend the corresponding position. I’m not really sure what happens next. | Lack of partnership and little internal communication | ||
F | City Commercial Bank | Leaders | Our personnel are currently facing a serious generational gap. With the loss of a number of key personnel, there are certain responsibilities that I have to personally take on, as it would be very difficult otherwise. | Lack of trust in team capabilities |
Team Members | Leaders are older and highly educated, but they are not very willing to accept the advice of our ordinary undergraduates. They’re more likely to point out flaws than offer praise. | Lack of cooperation with each other | ||
G | Rural Commercial Bank | Leaders | Some employees of the team do have a bad attitude, and there is nothing that can be done about it; it is the historical legacy | Distrust of employee’s ability to work |
Team Members | If you do not want to do, what is the point of doing it? Subordinates are held responsible for mistakes, while credit for success always goes to the leadership. | Team lacks mutuality and no motivation to work | ||
H | Private Commercial Banks | Leaders | Not sure about this; we are an online bank, and we only have programmers. | No understanding of team operations |
Team Members | A lot of our work is outsourced; if there are problems, let the outsourced team change. | No team with each other |
Enterprise Code | Banks Characteristic | Position | Interview Data | |
---|---|---|---|---|
Interview Details | Analysis Results | |||
A | State-owned shareholding system | Leaders | In addition to not letting them take my seal, I am willing to provide support in any way I can for the smooth progress of the business. | Happy to delegate authority |
Team Members | Leaders give us a lot of freedom; some leaders regard rights as treasures, and he directly authorizes us. | Access to structural rights | ||
B | State-owned shareholding system | Leaders | The team leader has the right to distribute the team’s income, and I will not interfere in principle. | Allocation of structural rights |
Team Members | The insiders of the team are more aware of who has made greater contributions to the team than outsiders, and independent income distribution rights are conducive to stimulating work motivation. | Have partial structural rights | ||
C | National shareholding system | Leaders | It’s hard for me to understand the actual needs of the team, and now that there is a shortage of green finance talents, I basically leave the personnel recruitment to the team leaders to make their own decisions. | Commitment to structural rights |
Team Members | One of the big reasons I came to this bank was the leadership’s promise of independent personnel authority, which made the job flexible. | Access to structural rights | ||
D | Private Commercial Banks | Leaders | I have always stressed the importance of team marketing, key customers, and key projects. I often work with them to market, and I strive to discuss one thing. | Willingness to exercise structural rights in accordance with the needs of subordinates |
Team Members | The leaders are very supportive of the marketing work. If we have any needs the leaders can help solve, they will fight for us. | Can initiate the use of some structural rights | ||
E | National shareholding system | Leaders | Job responsibilities and authority are clearly defined; according to the rules of the system, we are not the kind of small workshop that can do as you wish. | Strictly control the exercise of structural rights |
Team Members | We work by the book, which of course you can interpret as our strict operating principles of compliance or as a lack of flexibility. | No structural rights | ||
F | City Commercial Bank | Leaders | It is very dangerous for business people to have additional rights. The organizational structure provides for job functions and cannot be changed at will. | Strictly control the exercise of structural rights |
Team Members | Administrative personnel only care about the completion of the performance, not how difficult it is. | No structural rights | ||
G | Rural Commercial Bank | Leaders | Rather than being leaders, I prefer to say we serve, understanding what business people need and then putting them in place. | Proactively understand the needs of subordinates for structural rights |
Team Members | We can talk to our leader about any needs we encounter. He used to be a grassroots employee and can understand our difficulties. | Ability to present the need for the exercise of structural rights | ||
H | Private Commercial Banks | Leaders | I don’t have any rights; the chairman has the right to make decisions. | Reluctance to delegate authority |
Team Members | We are all contract workers. When the contract expires, I don’t know if there will be a new contract. | No structural rights |
Enterprise Code | Banks Characteristic | Position | Interview Data | |
---|---|---|---|---|
Interview Details | Analysis Results | |||
A | State-owned shareholding system | Leaders | We have long since abandoned the pot-luck pay system, more work, more pay, and the model of work-based distribution has been fully promoted for many years. | Emphasis on fairness of results-based compensation system |
Team Members | How much performance is created is directly related to the individual’s salary. | Recognition of the fairness and results orientation of the compensation system | ||
B | State-owned shareholding system | Leaders | Each quarterly compensation plan is announced in advance, and performance income is issued according to the established performance task completion and assessment rules. | Clarify that the development of the compensation system is based on performance tasks |
Team Members | We carefully study each quarter’s task plan and use the rules for performance income distribution as an important guide for our work. | Effective implementation of results-oriented compensation system objectives | ||
C | National shareholding system | Leaders | We have a complete set of KPIs that clearly defines the relationship between each business and revenue. | Designing a clear results- oriented compensation system |
Team Members | The focus of work will change according to the KPI adjustment. Now that the KPI of green credit has been adjusted upward, the focus of work will naturally be tilted. | Effective integration into the compensation system and recognition of its fairness | ||
D | Private Commercial Banks | Leaders | We use an annual salary system, but it’s just basic income. Performance pay mainly depends on business development. | Transparent compensation system to guarantee basic fairness |
Team Members | We don’t deduct our base annual salary too much because of performance, which makes me feel more secure, but I can also recognize that people who do well in business earn much more than me. | Recognition of the fairness of the compensation system | ||
E | National shareholding system | Leaders | I’m sorry, I’m not in charge of salary management; I don’t know the salary system. | Not involved in compensation system construction |
Team Members | I don’t really know how our salary is calculated. If I calculate it according to the standard of other banks, my income is about 20 times more than now. | Unclear compensation system | ||
F | City Commercial Bank | Leaders | Our income system is an annual salary plus business commission, but there is no business commission for management positions; the income is basically fixed. | No emphasis on results orientation |
Team Members | We do whatever the leader asks us to do. The salary is also decided by the leader, and there is no public standard. | Compensation system is not transparent | ||
G | Rural Commercial Bank | Leaders | My job is to do a good job in financial services for farmers; I don’t care about the income. | Failure to build a systematic compensation system |
Team Members | We just get a fixed salary plus a year-end bonus, and the year-end bonus depends on the opinions of the board of directors. | Non-transparent compensation system | ||
H | Private Commercial Banks | Leaders | I don’t know the specifics; we are not allowed to discuss income. | Compensation system is not disclosed |
Team Members | We don’t allow discussions about income, and people have been fired for inquiring about other people’s income. | Lack of fairness in the compensation system |
Enterprise Code | Banks Characteristic | Position | Interview Data | |
---|---|---|---|---|
Interview Details | Analysis Results | |||
A | State-owned shareholding system | Leaders | We have an operating system that includes eight positions, and the work authority of each position is controlled by a digital system. | Complete digitalization and standardization of job authority and responsibility control |
Team Members | The president attaches great importance to compliance, and fingerprint recognition is required to log in to the business system, and there are cameras recording the whole process. | Strictly protect the independence of individual job authority | ||
B | State-owned shareholding system | Leaders | We adopt a separate office model so that employees in the front, middle, and back offices cannot contact and communicate with each other at all, thus ensuring the independence of job responsibilities. | Systematic setting of job authority and responsibility protection mechanism |
Team Members | Usually do not even contact other business link colleagues; each is doing their own work, so naturally there is no mutual intervention. | Independence in the execution of job duties | ||
C | National shareholding system | Leaders | From the beginning of new employee training, we constantly emphasize the importance of business compliance to our employees, and superiors can report directly if they interfere with business processing. | Strictly limit cross-post interventions |
Team Members | We emphasize the authority to say no to higher-level positions, and each person is responsible for their own business compliance. | Strict maintenance of job responsibilities | ||
D | Private Commercial Banks | Leaders | Our business process is very strict, and we are very disgusted with human intervention in the process. | Create a working atmosphere with clear lines of authority and responsibility |
Team Members | I’ve never heard of anyone interfering with the authority of the post; we don’t do that kind of bureaucracy. | Recognize a work environment with clear lines of authority and responsibility | ||
E | National shareholding system | Leaders | I am only in charge of administrative management; I don’t know much about these specific matters. | Not involved in job responsibility setting |
Team Members | We’re a huge company with a long history, and it’s hard to really guarantee job independence. | Some degree of external interference in the execution of job authority and responsibility | ||
F | City Commercial Bank | Leaders | I am not quite sure about the specific process of business handling. | No clear job responsibilities set |
Team Members | A lot of work needs to be done, all specific to the individual, which will lead to low efficiency. | No clear allocation of job responsibilities | ||
G | Rural Commercial Bank | Leaders | This needs to be consulted with the human resources department; I don’t know the job setting. | Not involved in the construction of job responsibilities |
Team Members | We rarely recruit newcomers; we are skilled workers, and there is a need to be multi-faceted. | No job responsibilities | ||
H | Private Commercial Banks | Leaders | We are almost all online businesses and don’t need those jobs in traditional banks. | Not understanding the content of the credit team job responsibilities |
Team Members | Our business is handled online without human intervention. | Some positions are omitted through digital technology |
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Huang, S.; Huang, X. How Green Bankers Promote Behavioral Integration of Green Investment and Financing Teams—Evidence from Chinese Commercial Banks. Sustainability 2023, 15, 7350. https://doi.org/10.3390/su15097350
Huang S, Huang X. How Green Bankers Promote Behavioral Integration of Green Investment and Financing Teams—Evidence from Chinese Commercial Banks. Sustainability. 2023; 15(9):7350. https://doi.org/10.3390/su15097350
Chicago/Turabian StyleHuang, Siyuan, and Xiang Huang. 2023. "How Green Bankers Promote Behavioral Integration of Green Investment and Financing Teams—Evidence from Chinese Commercial Banks" Sustainability 15, no. 9: 7350. https://doi.org/10.3390/su15097350