Corporate Social Responsibility Reporting: A Longitudinal Study of Listed Banking Companies in Bangladesh

World Review of Business Research, Vol. 5, No. 1, Jan 2015

25 Pages Posted: 6 Sep 2017

See all articles by Sumon Das

Sumon Das

Department of Management, University of Dhaka

Robert Dixon

Durham Business School

Amir Michael

Durham Business School

Date Written: January 30, 2015

Abstract

The aims of this study are to investigate the Corporate Social Responsibility (CSR) reporting practices of the listed banking companies in Bangladesh and explore the potential effects of corporate governance and company specific characteristics on CSR disclosures. The study conducted a content analysis of all the listed banks operating from 2007 to 2011 and analyzed the factors affecting CSR reporting of the sample companies. The study found that engagements of banks in CSR activities is increasing from an average CSR disclosure index 59.02% in 2007 to 76.87% in 2011 and direct monetary expenditure increases more than 10 times in this period. The results showed that CSR disclosure is positively significant with firm size, board size, ownership structure, and independent non-executive director in the board, while it is negatively associated with firms' profitability and the age of the company. On the other hand, there is an insignificant relationship between CSR disclosure and board leadership structure. It also revealed that, to varying degrees, all listed banks' practices social responsibility in an unstructured manner and need to adopt a comprehensive format for CSR reporting such as the Global Reporting Initiative (GRI), 2006.

Keywords: Corporate Social Responsibility, Disclosure, Listed Banks, Company Characteristics, Corporate Governance Characteristics, Bangladesh

Suggested Citation

Das, Sumon and Dixon, Robert and Michael, Amir, Corporate Social Responsibility Reporting: A Longitudinal Study of Listed Banking Companies in Bangladesh (January 30, 2015). World Review of Business Research, Vol. 5, No. 1, Jan 2015, Available at SSRN: https://ssrn.com/abstract=2579814

Sumon Das (Contact Author)

Department of Management, University of Dhaka ( email )

Faculty of Business Studies
Nilkhet,
Dhaka, 1000
Bangladesh

Robert Dixon

Durham Business School ( email )

Mill Hill Lane
Durham, Durham DH1 3LB
United Kingdom

Amir Michael

Durham Business School ( email )

Mill Hill Lane
Durham, Durham DH1 3LB
United Kingdom

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