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The Impact of Corporate Social Responsibility (CSR) on National and International Corporations Prevailing in Bangladesh: A Comparison of CSR on the Basis of Carroll’s Pyramid
Journal of Investment and Management
Volume 6, Issue 1, February 2017, Pages: 6-12
Received: Aug. 30, 2016; Accepted: Sep. 28, 2016; Published: Nov. 23, 2016
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Authors
Afzal Hossain, Department of Business Administration, Shanto-Mariam University of Creative Technology, Uttara, Dhaka, Bangladesh
Kazi Abul Bashar, Department of Business Administration, Shanto-Mariam University of Creative Technology, Uttara, Dhaka, Bangladesh
Behzad Noor, Department of Business Administration, Shanto-Mariam University of Creative Technology, Uttara, Dhaka, Bangladesh
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Abstract
This research paper examines how the National and International companies manage Corporate Social Responsibility (CSR) in Bangladesh. It considers how the concept has come to be framed within business in Bangladesh, which is increasingly globalized. In looking at how CSR practices are being adopted and adapted by National and International companies in Bangladesh, we can begin to see what implications arise from the fact that CSR is a Western-led concept and Bangladesh can be thought to be lagging behind in its understanding and adoption of CSR as companies do not necessarily state their policies in such a formal extent that is expected. The study comprises the impact of CSR of the National and International corporations on the basis of Carroll’s pyramid. In this study we have considered two companies for making comparisons; one is SQUARE Bangladesh Ltd. as the national company and another is Unilever Bangladesh Ltd. as the multinational company.
Keywords
CSR, Carroll Pyramid, SQUARE Bangladesh Ltd, The Unilever Bangladesh Limited
To cite this article
Afzal Hossain, Kazi Abul Bashar, Behzad Noor, The Impact of Corporate Social Responsibility (CSR) on National and International Corporations Prevailing in Bangladesh: A Comparison of CSR on the Basis of Carroll’s Pyramid, Journal of Investment and Management. Vol. 6, No. 1, 2017, pp. 6-12. doi: 10.11648/j.jim.20170601.12
Copyright
Copyright © 2016 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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