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A Critical Review on Corporate Social Responsibility (CSR) Initiatives of Commercial Banks: Evidence from Bangladesh


Sheikh Marufa Nabila1*, Md. Nazmul Huda2, and Suman Mia3

1Dept. of Social Work, Noakhali Science and Technology University, Noakhali-3814, Bangladesh; 2Dept. of Tourism and Hospitality Management, Noakhali Science and Technology University, Noakhali-3814, Bangladesh; 3Dept.of Tourism and Hospitality Management, University of Dhaka, Dhaka- 1000, Bangladesh. 

*Correspondence: sheikhmnabila@nstu.edu.bd (Sheikh Marufa Nabila, Lecturer, Dept. of Social Work, Noakhali Science and Technology University, Noakhali-3814, Bangladesh).

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ABSTRACT

Corporate social responsibility usually refers as CSR, is an initiative to create a link between society and the businesses in the civilization. In Bangladesh CSR still has not become widespread. The commercial banking industry has started practicing CSR. Appropriate use of CSR can play a very important role in the imperishable growth of a country by upsetting every feature of economical activities. This article will analyze the initiatives that have been taken by the several business-oriented banks of Bangladesh in CSR investments. To complete this research data from secondary sources were collected and both quantitative and qualitative data were used. Commercial Banks are participating in corporate social responsibility-relevant activities there has not been significant growth in their investment in CSR. CSR activity has high potential economic value for an organization. Through the proper use of CSR, banks can participate to develop the Schooling opportunities, Health sector, social welfare, arts, and traditions of the country. Findings of this research in significant both in theoretically and practically. 

Keywords: CSR, CSR disclosures, Commercial bank, banking Sector, and Bangladesh.

Citation: Nabila SM, Huda MN, and Mia S. (2022). A critical review on corporate social responsibility (CSR) initiatives of commercial banks: evidence from Bangladesh, Int. J. Manag. Account. 4(4), 69-73. 

https://doi.org/10.34104/ijma.022.00690073


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