In this paper, we model the locations of five major banks in mainland France, two lucrative and three cooperative institutions based on socio-economic considerations. Locations of banks are collected using web scrapping and constitute a bivariate spatial point process for which we estimate nonparametrically summary functions (intensity, Ripley and cross-Ripley's K functions). This shows that the pattern is highly inhomogenenous and exhibits a clustering effect especially at small scales, and thus a significant departure to the bivariate (inhomogeneous) Poisson point process is pointed out. We also collect socio-economic datasets (at the living area level) from INSEE and propose a parametric modelling of the intensity function using these covariates. We propose a group-penalized bivariate composite likelihood method to estimate the model parameters, and we establish its asymptotic properties. The application of the methodology to the banking dataset provides new insights into the specificity of the cooperative model within the sector, particularly in relation to the theories of institutional isomorphism.

As hybrid organisations, co-operatives have effects on individuals, as well as territories and sectors. They are subject to economic and social performance imperatives. However, the definition and measurement of their socio-economic effects remain a scientific challenge, both conceptually and methodologically. Grounded in field data and informed by previous research and a theoretical framework, our study provides an in-depth examination of the effects of co-operatives in a region of Ivory Coast. This localised approach allows for a nuanced understanding of the effect of co-operatives while offering broader theoretical perspectives on co-operative models in similar contexts. This article discusses the economic impact and social empowerment offered by co-operatives to their members and rural communities. Our findings indicate that co-operatives in Ivory Coast have contributed to increased income and job security for their members. While co-operatives hold significant potential, their governance structures and inclusiveness mechanisms require further refinement. Our findings underscore the adoption of sustainable agricultural practices alongside the development of environmentally friendly sectors. These initiatives align with global sustainability goals and demonstrate the potential of co-operatives to contribute to environmental resilience.

The nonprofit organizational studies have extensively examined the factors influ- encing commitment in the formal governance. However, there has been limited exploration of the mechanisms facilitating inclusion within the day-to-day man- agement of such organizations, particularly with regards to the most vulnerable individuals. This article endeavors to address this research gap by investigating these mechanisms within a specific nonprofit organization, namely the Accorderies, which has prioritized inclusion as a fundamental aspect of its associative project. The role of day-to-day management in inclusion and diversity is rarely considered, even though governance combines formal and informal aspects. However, given the debates on diversity in management, this day-to-day management could shed new light on the inclusion process. For practitioners, it could be a valuable lever for overcoming certain pitfalls linked with the process of inclusion in governance. Our analysis adopts a mixed-method research approach, employing a combination of quantitative and qualitative analyses, involving focus group discussions conducted with six distinct autonomous Accorderies. The findings of our analysis reveal how: (1) diversity can serve as a catalyst for promoting inclusion, and fostering a sense of belonging and recognition of uniqueness of all each individual, and (2) the ex- changes and rules that underpin this nonprofit organization encourage people to be committed. These empirical findings lead us to emphasize the benefits of day-to- day management as a lever for inclusion of the most vulnerable, based on specific institutional rules and resources.

Les associations sont au cœur de la construction de l’action publique locale et un allié pertinent pour la mise en place d’un développement durable à l’échelle des territoires. Nous proposons donc d’étudier les interactions entre les pouvoirs publics, décentralisés et déconcentrés, avec des associations à l’échelle d’une commune. De façon transversale, nos résultats montrent l’importance de l’échelle communale pour les associations alors qu’un référentiel publique spécifique au monde associatif à cet échelle est rare. De plus, la coconstruction des politiques publiques avec les associations est toute relative de l’action publique locale, les logiques sectorielles façonnant les dispositifs publics en place. Ceci constitue une limite pour la compréhension et la clarté de l’action publique, mais elle n’empêche pas l’action des associations.

This study aims to understand how a banking cooperative developing in a globalized industry achieves territorial strategic positioning in the context of growth through an extraterritorial merger. Theoretically, this study challenges the seemingly accepted assertion that a cooperative drifts into a sectoral competitive logic in its growth, which is contrary to its original territorial logic of action. This article concludes that studies have failed to address the question of how these logics can be reconciled. Therefore, this article adopts a strategic management theoretical perspective to investigate the organizational arrangements of a large cooperative banking group embarking on a major extraterritorial merger strategy. We show that far from being an obstacle to growth, territorial logic plays a central role in defining the new group strategy and its restructuring for economic sustainability. We also show that many organizational processes in a growth context involve co-construction and co-management with local partners. These modes of operation form a bulwark against the isomorphism potential drift that threatens any large financial cooperative in a growth context. More generally, our research calls for a reterritorializing of the field study on the strategic management of cooperatives.