Access the full text.
Sign up today, get DeepDyve free for 14 days.
M. Pava, Joshua Krausz (1997)
Criteria for Evaluating the Legitimacy of Corporate Social ResponsibilityJournal of Business Ethics, 16
P. Singh, Ashok Maggu, S. Warrier (1980)
Corporate Social Responsibility Realities and ExpectationsVikalpa: The Journal for Decision Makers, 5
R. Hay, E. Gray (1974)
Social Responsibilities of Business ManagersAcademy of Management Journal, 17
M. Zain, Rashidah Mohammad, M. Alwi (2006)
Malaysian Corporate Responsibility Disclosure: Miscommunication Between Providers and Users of Information?Social Responsibility Journal, 2
Lois Mahoney, L. Thorne (2005)
Corporate Social Responsibility and Long-term Compensation: Evidence from CanadaJournal of Business Ethics, 57
Lois Mahoney, Linda Thorn (2006)
An Examination of the Structure of Executive Compensation and Corporate Social Responsibility: A Canadian InvestigationJournal of Business Ethics, 69
J. L'etang (1995)
Ethical corporate social responsibility: A framework for managersJournal of Business Ethics, 14
Caner Dincer, Banu Dincer (2006)
The Importance of Environmental Communication: Evidence from TurkeySocial Responsibility Journal, 2
Sankar Sen, C. Bhattacharya (2001)
Does Doing Good Always Lead to Doing Better? Consumer Reactions to Corporate Social ResponsibilityJournal of Marketing Research, 38
D. Turban, D. Greening (1997)
Corporate Social Performance And Organizational Attractiveness To Prospective EmployeesAcademy of Management Journal, 40
Tom Brown, Peter Dacin (1997)
The Company and the Product: Corporate Associations and Consumer Product ResponsesJournal of Marketing, 61
H. Kaiser (1958)
The varimax criterion for analytic rotation in factor analysisPsychometrika, 23
P. Ellen, Lois Mohr, Deborah Webb (2000)
Charitable programs and the retailer: do they mix?Journal of Retailing, 76
J. McGee (1998)
Commentary on ‘corporate strategies and environmental regulations: an organizing framework’ by A. M. Rugman and A. VerbekeStrategic Management Journal, 19
H. Hotelling (1936)
Simplified calculation of principal componentsPsychometrika, 1
R. Freeman (2010)
Strategic Management: A Stakeholder Approach
Tejinder Sharma, Mahabior Narwal (2006)
Managing Business Crises: The CSR PerspectiveSocial Responsibility Journal, 2
Prakash Sethi (2003)
Globalization and the Good Corporation: A Need for Proactive Co-existenceJournal of Business Ethics, 43
K. Murray, Christine Vogel (1997)
Using a hierarchy-of-effects approach to gauge the effectiveness of corporate social responsibility to generate goodwill toward the firm: Financial versus nonfinancial impactsJournal of Business Research, 38
H. Harman (1961)
Modern factor analysis
H. Koontz, C. O'donnell, H. Weihrich (1974)
Essentials of Management
Stephen Brammer, A. Millington (2005)
Corporate Reputation and Philanthropy: An Empirical AnalysisJournal of Business Ethics, 61
Bruce Seifert, Sara Morris, Barbara Bartkus (2003)
Comparing Big Givers and Small Givers: Financial Correlates of Corporate PhilanthropyJournal of Business Ethics, 45
Diana Robertson, N. Nicholson (1996)
Expressions of corporate social responsibility in U.K. firmsJournal of Business Ethics, 15
Anusorn Singhapakdi, Scott Vitell, Kumar Rallapalli, Kenneth Kraft (1996)
The perceived role of ethics and social responsibility: A scale developmentJournal of Business Ethics, 15
M. Cuesta-González, M. Muñoz-Torres, M. Fernández-Izquierdo (2006)
Analysis of Social Performance in the Spanish Financial Industry Through Public Data. A ProposalJournal of Business Ethics, 69
Purpose – The paper's purpose is to highlight the corporate social responsibility (CSR) initiatives taken by the Indian Banking Industry, which can help them to enhance their overall performance. Design/methodology/approach – The research is based on the survey questionnaire, administered to 33 public‐private sector banks in Northern Haryana, including its capital Chandigarh, which has been analyzed with the help of descriptive statistics and factor analysis. Findings – The findings suggest that banks have an objective view‐point about CSR activities. They are concentrating mainly on education, balanced growth (different strata of society), health, environmental marketing and customer satisfaction as their core CSR activities. The Indian banking industry is found to be adopting an integrated approach by combining CSR with the ultimate customer satisfaction. Irrespective of location, the nature of CSR activities undertaken by banks is found to be similar. Research limitations/implications – The study was conducted on 33 banks. As the banks are undertaking CSR activities under the guidance of their respective head office, this perhaps generalizes its usefulness elsewhere. Practical implications – As CSR improves the performance of banks in terms of goodwill, social image and expanding business, this may be a fruitful example for other industries as well. Originality/value – This paper observes that the work done for society may pass on the advantages to the corporate world and initiatives in this area may enhance the value.
Social Responsibility Journal – Emerald Publishing
Published: Nov 1, 2007
Keywords: Banking; Communities; India; Corporate social responsibility; Customer satisfaction
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.