Description |
1 online resource : illustrations |
Series |
SAGE Knowledge. Cases |
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SAGE Knowledge. Cases
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Summary |
This case documents the challenges faced by the Kashf Microfinance Bank (KMFB) in 2012, when it was a relatively new entrant in a financial industry established by the 2001 Microfinance Institutions Ordinance. The case documents the difficulties KMFB faced in establishing itself as a microfinance bank, moved away from the unregulated NGO sector where its parent company, Kashf Foundation, was situated. As a microfinance bank KMFB faced the simultaneous challenge of surviving the start-up stage and adapting to the stringent banking regulations placed on it by the State Bank of Pakistan (SBP). The latter required learning to strike a balance between the sometimes conflicting banking and development institutional logics, a typical problem for hybrid institutions with a social mission. As KFMB grappled with trying to meet the SBP's requirements on capital adequacy, it faced a repayment crisis originating from its parent company, wiping out a significant portion of its equity. The case focus is on a decision KMFB's board must take, regarding whether or not to invite a new majority shareholder to bring the Bank out of the red. This includes the decision criteria for choosing a shareholder that will uphold KMFB's mission of financial inclusion |
Notes |
Originally published in Zulfiqar, G. M. (2017). From Kashf Foundation to Kashf Microfinance Bank--Changing organizational identities. Asian Journal of Management Cases, 14(2), 94-114. DOI: |
Bibliography |
Includes bibliographical references and index |
Notes |
Description based on XML content |
Subject |
Kashf Microfinance Bank -- Case studies
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Kashf Foundation -- Case studies
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Pakistan. Microfinance Institutions Ordinance, 2001.
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SUBJECT |
Kashf Foundation fast |
Subject |
Microfinance -- Pakistan -- Case studies
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Microfinance
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Pakistan
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Genre/Form |
Case studies
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Case studies.
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Études de cas.
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Form |
Electronic book
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ISBN |
9781526449283 |
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1526449285 |
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