Purpose - The purpose of the paper is to investigate identity change in savings banks. The savings bank movement is gradually shifting from a residual culture of using the bank to promote savings, into a dominant culture closely resembling commercial banks. Design/methodology/approach - Theory draws on key research in the field of organisational change and corporate identity. A qualitative methodology is used to investigate a large portion of the savings banks movement in Sweden. Findings - The shift in culture is a result of decreasing values of original visions, a process of commercialising the savings bank idea and increasing chief executive officer (CEO) influence and professionalisation. Research limitations/implications - The results are primarily applicable for savings banks. Practical implications - The paper shows the ongoing changes in the savings bank community and the effects of these changes on critical stakeholders. In particular, the important role of CEOs in non-profit organisations is illustrated and discussed. Originality/value - Few studies focus on change in culture and the consequences for stakeholder relations. There is no prior study on savings banks and organisational change.
SAMHÄLLSVETENSKAP -- Ekonomi och näringsliv (hsv//swe)
SOCIAL SCIENCES -- Economics and Business (hsv//eng)