The Bank's Regional Director's Emotional Bias and the Bank's Performance

Abstract

This article tries to study the impact of the bank regional manager's emotional bias on the performance of Tunisian banks. This is by taking into account the mediating role of the decentralization of decision-making rights. For this purpose, an empirical study was carried out using a questionnaire as a data collection method and using a sample of 100 regionals directors of Tunisian banks. This article reflects an original approach, as it highlights the role of behavioral aspects in explaining the level of performance within the framework of the organizational architecture theory. In fact, the results show that the behavioral dimension is a central dimension in the organizational architecture.