Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/1151
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dc.contributor.authorDorasamy, Nirmalaen_US
dc.date.accessioned2014-09-02T13:04:31Z-
dc.date.available2014-09-02T13:04:31Z-
dc.date.issued2013-11-
dc.identifier.citationDorasamy, N. 2013. Corporate Social Responsibility and Ethical Banking for Developing Economies. Journal of Economics and Behavioral Studies. 5911). 777-785.en_US
dc.identifier.issn2220-6140-
dc.identifier.urihttp://hdl.handle.net/10321/1151-
dc.description.abstractCorporate social responsibility is being increasingly considered vital for organizational success and sustainable growth, especially in view of corporations operating in an environment with multiple stakeholder interests. Investment in CSR should not been seen as an expense, but rather the allocation of resources to strengthen relationships with stakeholders in an endeavour to reap the multifaceted benefits of such investments Financial institutions like banks need to be seen as leading organizations who engage in social activities that uplift society, the environment and economy. The article analyses significant areas of corporate social responsibility for banks which are integral for customers, government, suppliers, citizens, employees and global partners for enhancing the responsibility of banks to a diverse range of stakeholders who have an interest in the banks. This ‘common good’ reputation can provide several advantages to banks which further impacts on the performance of banks.en_US
dc.format.extent9 pen_US
dc.language.isoenen_US
dc.publisherInternational Foundation for Research and Developmenten_US
dc.relation.ispartofJournal of economics and behavioral studies-
dc.subjectCorporate social responsibilityen_US
dc.subjectEthical bankingen_US
dc.subjectDeveloping economiesen_US
dc.subjectStakeholder interestsen_US
dc.titleCorporate Social Responsibility and Ethical Banking for Developing Economiesen_US
dc.typeArticleen_US
dc.publisher.urihttp://ifrnd.org/Research%20Papers/J5%2811%295.pdfen_US
dc.identifier.doi10.22610/jebs.v5i11.450-
local.sdgSDG12-
local.sdgSDG08-
item.fulltextWith Fulltext-
item.cerifentitytypePublications-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.languageiso639-1en-
item.grantfulltextopen-
item.openairetypeArticle-
Appears in Collections:Research Publications (Management Sciences)
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