







































AMERICAN INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY SCIENTIFIC RESEARCH 13(1) (2022), 14-20 

 

14 

 

MULTIDISCIPLINARY SCIENTIFIC RESEARCH  

AIJMSR VOL 13 NO 1 (2022) P-ISSN 2638-1249   E-ISSN 2638-1273 
 

Available online at https://www.cribfb.com 

Journal homepage: https://www.cribfb.com/journal/index.php/ aijmsr 

Published by CRIBFB, USA 

CSR AND ORGANIZATIONAL PERFORMANCE: A THEORETICAL MODEL

             
 

 A.R.S. Ibn Ali  (a)1   Md Jowel Rana  (b)   Shamsun Nahar  (c)   N Hosna Ara Tesha  (d)   Imtiaz Md Shihab Jabir (e) 
 

(a) Graduate School of Economics, Osaka University, Toyonaka, Japan; E-mail: saifalihsbc@gmail.com 
(b) Dept. of EEE, Bangladesh University of Business and Technology (BUBT), Dhaka, Bangladesh; E-mail: joweljhe@yahoo.com 
(c) International Relations, Dhaka University, Dhaka, Bangladesh; E-mail: shamsunnahar2009@gmail.com 
(d) Dept. of Law, University of Barisal, Kornokathi, Barisal, Bangladesh; E-mail: hosnaaratesha2001@gmail.com  
(e) Dept. of Economics, International University of Business Agriculture and Technology, Dhaka, Bangladesh; E-mail: imsjabir@gmail.com 

 

 
A R T I C L E I N F O 

      
 

Article History: 
 

Received: 1st August 2022  

Accepted: 23rd September 2022 

Online Publication: 28th September 2022 

 
Keywords: 

Corporate Social Responsibility 

Performance, Commitment 

Customers, Employees, Commitment 

Reputation 

 
      JEL Classification Codes:  

 

      L25, M14, L32 
 

 

       

 
A B S T R A C T 

 
Nowadays, the market is very competitive due to rapid digitalization and globalization where the 

sustainability of every business depends on organizational performance. The better performance of the 

company relies on corporate social responsibility which helps to create goodwill in the fierce market. 

Corporate social responsibility is a crucial issue for every organization to develop the performance that 

assists to stay in the aggressive market. Basically, organizational performance depends on the reputation 

of the organization which moderates the relationship between customers, community, and employees’ in 

organizational performance. The main objective of this study is to reveal the contributions of corporate 

social responsibility’s dimension on organizational performance. Data have been collected from different 

sources like the Scopus database, Google Scholar, Research gate, ABDC, emerald, etc. The major 

dimensions of CSR are community, customers, employees, organizational commitment, and reputation 

which have significant and positive impacts on organizational performance. For this study purpose, the 

dimensions of CSR are adopted from the previous extensive literature review. In this study, the conceptual 

model has been proposed based on the previous literature. This study could help to corporate managers 

to maintain organizational performance through corporate social responsibility (CSR). 

 
 

© 2022 by the authors. Licensee CRIBFB, USA. This article is an open access article  distributed 
under the terms and conditions of the Creative Commons Attribution (CC BY) license 
(http://creativecommons.org/licenses/by/4.0/).  

 

INTRODUCTION 

In the era of globalization, every company has to play a significant role to stay in the competitive market to continue its 

business activities. So, the company needs to be responsible for all its actions socially and ethically. It is necessary to check 

the effect of the organization on social welfare and the environment. Society is the crucial stakeholder of every business 

organization where the company’s profit basically depends on societal well-being.  Maximization of profit is not the main 

concern of corporate social responsibility but it needs to focus welfare of the stakeholders including employees, customers, 

suppliers, management, and the community (Yuan et al., 2022). Nowadays business organizations and corporations are more 

highly interactive with societal activities for increasing welfare among the people of society. Henceforth corporate social 

responsibility is a vital part of every business where CSR is not only to beat the business competitor but also provide help 

to grow the business in the society. So, by focusing on financial success and community growth, the company can increase 

its performance rapidly as compared to its competitors. In recent years the concept of corporate social responsibility (CSR) 

has appeared as a direct response to the increased awareness of the people of environmental and societal issues.  Corporate 

social responsibility gives equal concern to social and environmental issues due to their business operations (Rahaman et 

al., 2022). According to Du et al. (2011), a number of national and international bodies have committed to maintaining 

corporate social responsibility for the well-being of environmental and societal people because they are essential 

stakeholders of the business sectors. Although CSR is a potential driver of a company's organizational performance, previous 

 
1Corresponding author: ORCID ID: 0000-0002-9277-1771 

© 2022 by the authors. Hosting by CRIBFB. Peer review under responsibility of CRIBFB, USA.  

https://doi.org/10.46281/aijmsr.v13i1.1799 
 

To cite this article: Ali, A. I., Rana, M. J., Nahar, S., Tesha, N. H. A., & Jabir, I. M. S. (2022). CSR AND ORGANIZATIONAL PERFORMANCE: A 

THEORETICAL MODEL. American International Journal of Multidisciplinary Scientific Research, 13(1), 14-20. 
https://doi.org/10.46281/aijmsr.v13i1.1799 

http://creativecommons.org/licenses/by/4.0/)
https://doi.org/10.46281/aijmsr.v13i1.1799
https://doi.org/10.46281/aijmsr.v13i1.1799
https://orcid.org/0000-0002-9277-1771
https://orcid.org/0000-0002-1662-5633
https://orcid.org/0000-0001-5701-5439
https://orcid.org/0000-0002-8811-2044
https://orcid.org/0000-0002-7359-3703


Ali et al., American International Journal of Multidisciplinary Scientific Research 13(1) (2022), 1-7

  

15 
 

studies have shown conflicting results concerning the relationship between corporate social responsibility and organizational 

performance (Allouche & Laroche, 2005). On the other hand, the previous studies also discover that there is a positive 

relationship between corporate social responsibility and organizational performance (Abu Bakar & Ameer, 2011; Van 

Beurden & Gössling, 2008). Therefore, over the year researchers have found that corporate social responsibility (CSR) has 

a positive relationship with organizational performance (Jin & Drozdenko, 2010; Lopez-Arceiz, Rivera-Torres, 2018; 

Petrenko et al., 2016). 

The strength of every organization basically depends on organizational performance which is able to achieve the 

target of that organization. So every organization should focus on the well-being of the environment and societal people. 

The essential resources of an organization are the employees, customers, suppliers, investors, etc. that are related to society. 

Corporate social responsibility brings happiness to the customers of society which plays a vital role in halting the challenging 

market (Ali, 2021). In the era of globalization, the (Ahmed et al., 2022; Ali et al., 2020, 2021; Chowdhury et al, 2020; 

Chowdhury et al., 2021; Faisal-E-Alam et al., 2022) firms are very conscious about their reputation in the market which 

directly depend on the corporate social and environmental responsibilities. Environmental. Although, the previous studies 

have investigated the meaningful association between corporate social responsibility and organizational performance. 

Previous studies have identified the relationship between corporate social responsibility and organizational performance 

(Farooq et al., 2014; Rahaman, 2020a). Therefore, the performance of the organization deals the challenging job in the 

market, so organizational performance is essential to reach the (Chowdhury et al, 2020; Chowdhury et al., 2021) destination 

of that organization. Based on the previous extensive literature it can be said that there was a dearth of necessary dimensions 

of corporate social responsibility which directly impact organizational performance (Ali and Dahan, 2021). Henceforth, the 

company should determine the influencing dimensions of corporate social responsibility on organizational performance 

(Chen et al., 2022). So, the present study seeks contributions of corporate social responsibility to organizational 

performance. 

 

Objectives of the Study  

Although corporate social responsibility is a potential driver of a company's organizational performance. So the main 

objective of this study is to provide the importance of CSR for the enhancement of the performance of the organizations. 

 

LITERATURE REVIEW 

Community 

Community is regarded as the norms, values, principles, place, religion, identity and customs which help to maintain duties 

and responsibilities of corporate social responsibility for the well-being of the society (Rahaman, 2020b). Therefore, such 

activities are agricultural activities, general community issues, education, rural development, job training, support for health, 

environmental care, conservation, poverty eradication, child care, sport, and unemployment. Actually, social activities draw 

the attention of the stakeholders through providing social activities in favor of creating corporate reputation for 

organizational performance (Harjoto & Jo, 2011). On the one hand, corporate social responsibilities are absorbed for 

developing the economy, organizational performance, and environmental activities that help to achieve the goals of that 

organization (Garvin et al., 2009). Furthermore, such corporate social responsibility programs assist create well-being of 

the organization and the society (Rahman et al., 2020). 

 

Employees  

Employees are regarded as the lifeblood of any organization where without them the companies cannot run their activities 

for achieving objectives impulsively (Akhter et al., 2021). Henceforth, CSR is a valuable strategic resource for creating a 

relationship with the societal people (Esen, 2013; Fatma et al., 2015). Generally, corporate social responsibility is related, 

to internal and external stakeholders in a company where the internal stakeholders are including employees of that 

organization which influence organizational performance (Rahaman et al., 2021). Besides, the employees are considered as 

the big assets of every organization that helps create reputation and organizational performance (Agan et al., 2016; Choi & 

Yu, 2014). Employees are internal stakeholders and often seek recognition within the firm that helps to consist 

organizational performance (Kumar et al., 2019). However, past studies explain that there is positive and significant 

relationship between employees and the organizational performance (Islam et al., 2022; Rahaman et al., 2022b). 

 

Customers 

Customers are a significant factor that assists to improve the performance of every company, so CSR must be engaged with 

this valuable factor for achieving the long-term goals of that organization (Akhter et al., 2022). Besides, some studies have 

been conducted on the relationship between CSR and customer satisfaction (Mamoon et al., 2021). Therefore, corporate 

social responsibility provides various attractive benefits for the customers that help to enrich the positive performance of 

the organizations (Rahaman, 2016a). Moreover, the customers are the essential source of the organizational performances 

where the performances depend on the attractive services with reasonable prices of the goods and services (Tobiassen, 

2014). However, from the past study it is said the organizational performance is related to proper services to the customers 

(Karim & Mahmud, 2018).  

 

Corporate Reputations  

Corporate reputation is considered the intangible asset of the organization that includes brand recognition, company’s 

services, goodwill, business methodologies, etc. which create intention among the stakeholders to improve the 

organizational performance (Ali et al., 2022). Besides, the companies can expand their reputation through providing valuable 



Ali et al., American International Journal of Multidisciplinary Scientific Research 13(1) (2022), 1-7

  

16 
 

services including financial soundness quality product and services, super management services etc. which has the positive 

relationship with organizational performance (Rahaman et al., 2022a). Therefore, the stakeholders basically carry out their 

business based on the reputation of corporate social responsibility of that company which helps to sustain them in the 

competitive marketplace (Saeidi & Saaeidi, (2015). On the other hand, corporate reputation has a positive relationship with 

the performance of the organization (Roberts & Dowling, 2002). Henceforth, the corporate social practices bring reputation 

and there is a significant relationship with organizational performance (Rahaman et al., 2021a; Yoon, et al., 2006).  

 

Commitment 

Employee commitment increases organizational performance where as corporate social responsibility plays the most 

important role in stay commitment of the employees to the organization. Besides, CSR attracts motivated potential 

employees and improves the commitment level of existing employees (Greening & Turban, 2000). On the other hand, 

Brammer et al. (2007) also investigated that CSR increased employee organizational commitment which assists to improve 

performance (Brammer et al., 2007). Therefore, corporate social responsibility can carry out the attractive commitment of 

the employees to the well-being of the organization and society (Dawkins, 2004). 

 

CONCEPTUAL MODEL 

Based on the extensive previous literature the model is proposed here (Figure 1). 

 

Figure 1. Conceptual framework 

Moderating Contribution of Corporate Reputation 

Corporate reputation is a paramount issue that is essential for every organization which helps to deliver positive business 

results over time (Chen et al., 2022a). On the other hand, it also has a relationship with stakeholders’ faith in organizational 

performance (Rahaman et al., 2021b). Moreover, corporate reputation basically depends on the sound services to the various 

stakeholders of the company (Gazi et al., 2021). Furthermore, the organization practices social responsibility through 

providing social services which assist to stay in the market with a reputation and the corporate reputation brings 

organizational performance (Rahaman, 2016). The corporate reputation moderates the relationship between customers and 

organizational performances. 

However, the highly reputed organization maintain their corporate social responsibility as the social welfare 

activities.  Henceforth, the corporate reputation plays important role to maintain organizational performance in the market 

place. Past study also describes that trhe corporate reputation moderates between the community and organizational 

performance (Gazi et al., 2021a). Furthermore, commitment is another factor where there is a positive and significant 

relationship between corporate reputation and organizational performance (Rahaman & Taru, 2020). The conceptual model 

2 is given below based on the past studies- 

 
Figure 2. Conceptual framework  

 



Ali et al., American International Journal of Multidisciplinary Scientific Research 13(1) (2022), 1-7

  

17 
 

METHODS AND MATERIALS 

In this study, purpose data have been collected from various sources like the Scopus database, Google Scholar, Research 

gate, ABDC, emerald, etc.   

 

DISCUSSION AND RESULTS 

Corporate social responsibility is the emerging source of improving the performance of every organization that is considered 

the management concept whereby companies integrate social and environmental concerns in their business operations and 

interactions with their stakeholders. Recently the business market is very competitive and organizations have to stay 

competing with one another where CSR plays a significant role to carry out the performance. This study revealed that the 

community, customers, employees, organizational commitment are the significant factors for improving performance. On 

the other hand, the corporate reputation also moderates the (Kader et al., 2021; Kabir et al., 2021; Mia et al., 2022; Rubi et 

al., 2022; Rahman et al., 2021; Shahriar et al., 2021) relationship between customers to organizational performance, 

employees to organizational performance, commitment to performance and the employees to performance. Therefore, the 

corporate social responsibility plays significant role to create organization performance. 

 

CONCLUSIONS 

The organizational performance helps to stay in the competitive market for long-time for doing the business and this 

performance depends on the firm’s corporate social responsibility. From this study can be said that the customers, 

commitment, reputation, employees are the (Rahman et al., 2021) significant factors to improve organizational performance. 

The performance of the business is the crucial ingredient that assist to compete one another in the competitive market. From 

the extensive literature review it can be assumed that the organizational performance depends on the dimension of the 

corporate social responsibility. This study could help to the management of every company to maintain their policies, rules 

and regulations, CSR process and investment regarding organizational performance. 

 

 
Author Contributions: Conceptualization, A.R.S. I.A., M.J.R.  S.N., N.H.A.T. and I.M.S.J.; Methodology, A.R.S.; Software, N/A.; Validation, A.R.S. 

I.A., M.J.R. and I.M.S.J.; Formal Analysis, A.R.S. I.A., M.J.R.  S.N., N.H.A.T. and I.M.S.J.; Investigation, A.R.S. I.A., M.J.R.  S.N., N.H.A.T. and 
I.M.S.J.; Resources, A.R.S. I.A., N.H.A.T. and I.M.S.J.; Data Curation, A.R.S., S.N., N.H.A.T. and I.M.S.J.; Writing – Original Draft Preparation, A.R.S. 

I.A., M.J.R.  S.N., N.H.A.T. and I.M.S.J.; Writing – Review & Editing, A.R.S. I.A., M.J.R.  S.N..; Visualization, A.R.S. I.A., M.J.R.; Supervision, A.R.S. 

Project Administration, A.R.S.; Funding Acquisition, A.R.S. I.A., M.J.R.  S.N., N.H.A.T. and I.M.S.J. Authors have read and agreed to the published 
version of the manuscript. 

Institutional Review Board Statement: Ethical review and approval were waived for this study, due to that the research does not deal with vulnerable 

groups or sensitive issues. 

Funding: The authors received no direct funding for this research. 

Informed Consent Statement: Informed consent was obtained from all subjects involved in the study. 

Data Availability Statement: The data presented in this study are available on request from the corresponding author. The data are not publicly available 

due to restrictions. 

Conflicts of Interest: The authors declare no conflict of interest.    

                                                                                                                                                                                                                                

REFERENCES 

Abu Bakar, A. S., & Ameer, R. (2011). Readability of corporate social responsibility communication in Malaysia. 

Corporate Social Responsibility and Environmental Management, 18(1), 50–60. https://doi.org/10.1002/csr.240 

Agan, Y., Kuzey, C., Acar, M. F., & Ac  ̧ ıkgöz, A. (2016). The relationships between corporate social responsibility, 

environmental supplier development, and firm performance. Journal of Cleaner Production, 112, 1872–1881. 

https://doi.org/10.1016/j.jclepro.2014.08.090 

Akhter, A., Karim, M. K., & Islam, K. M. A. (2021). The impact of emotional intelligence, employee empowerment and 

cultural intelligence on commercial bank employees’ job satisfaction. Banks and Bank Systems, 16(4), 11-21. 

https://doi.org/10.21511/bbs.16 (4).2021.02 

Akhter, A., Karim, M. M., & Islam, A. K. (2022). The Impact of Creativity and Innovativeness on Digital Entrepreneurship: 

Empirical Evidence from Bangladesh. Journal of Asian Finance, Economics and Business, 9(3), 77-82. 

https://doi.org/10.13106/jafeb.2022.vol9.no3.0077 

Ali, A. I. (2021). Financial behavior for status seeking purposes of consumers in emerging markets. A case study of 

suburban Jakarta, Indonesia (No. 21-21). 

Ali, A., I., & Dahana, W. D. (2021a). What inhibits consumers in emerging countries from engaging in status consumption? 

A latent class conjoint analysis approach. International Journal of Emerging Markets, Vol. ahead-of-print No. 

ahead-of-print. https://doi.org/10.1108/IJOEM-02-2021-0223 

Allouche, J., Laroche, P. (2005). A meta-analytical investigation of the relationship between corporate social and financial 

performance. Rev. Gest. Resour. Hum. 57, 18e41. Retrieved from https://hal.archives-ouvertes.fr/hal-00923906 

Ali, M. J., Karim, M. M., Hitoishi, B. I., Wafik, H. A., & Islam, K. A. (2022). Determinants of consumers’ purchase 

intention to buy smartphones online. Innovative Marketing, 18(2), 109-119. 

https://doi.org/10.21511/im.18(2).2022.10 

Ahmed, S. F., Zayed, N. M., Islam, K. M. A., & Nitsenko, V. (2022). INVESTIGATING THE IMPACT OF RE 

CONSUMPTION ON CO2 EMISSIONS: EVIDENCE FROM THE SAARC COUNTRIES. Natsional'nyi 

Hirnychyi Universytet. Naukovyi Visnyk, (3), 107-111. https://doi.org/10.33271/nvngu/2022-3/107  

https://doi.org/10.1016/j.jclepro.2014.08.090
https://doi.org/10.1108/IJOEM-02-2021-0223
https://doi.org/10.21511/im.18(2).2022.10
https://doi.org/10.33271/nvngu/2022-3/107


Ali et al., American International Journal of Multidisciplinary Scientific Research 13(1) (2022), 1-7

  

18 
 

Ali, M. C., Islam, K. M. A., Chung, S.J., Zayed, N. M., & Afrin, M. (2020). A Study of Green Human Resources 

Management (GHRM) and Green Creativity for Human Resources Professionals. International Journal of 

Business and Management Future, 4(2), 57-67.  

Ali, M. C., Islam, K. M. A., Chung, S.-J., Zayed, N. M., & Islam, M. R. (2021). THE CORRELATION BETWEEN JOB-

HOPPING ATTITUDE AND TURNOVER BEHAVIOR: A JOB SATISFACTION PERSPECTIVE IN 

BANGLADESH. International Journal of Business and Management Future, 5(1), 14-26. 

https://doi.org/10.46281/ijbmf.v5i1.1075  

Brammer S, Millington A, Rayton B (2007). The contribution of corporation social responsibility to organizational 

commitment. Int. J. Hum. Res. Manag, 18(10), 1701-1719. https://doi.org/10.1080/09585190701570866 

Chen, X., Rahaman, M., Hossain, M., & Chen, S. (2022). Is growth of the financial sector relevant for mitigating CO2 

emissions in Bangladesh? The moderation role of the financial sector within the EKC model. Environment, 

Development and Sustainability, 1-22. https://doi.org/10.1007/s10668-022-02447-8 

Chowdhury, S., Meero, A., Rahman, A.A.A., Islam, K. M. A., & Zayed, N. M., Hasan, K.B.M. R.  (2021). AN 

EMPIRICAL STUDY ON THE FACTORS AFFECTING ORGANIC FOOD PURCHASING BEHAVIOR IN 

BANGLADESH: ANALYZING A FEW FACTORS. Academy of Strategic Management Journal, 20(4), 1-12. 

Retrieved from https://www.abacademies.org/articles/An-empirical-study-on-the-factors-affecting-organic-food-

purchasing-behavior-in-bangladesh-analyzing-a-few-factors-1939-6104-20-4-815.pdf  

Chowdhury, S., Hasan, K. R., Rahman, M., Islam, K. M. A., & Mohammad, N. (2020). Causal Relationship Among Carbon 

Dioxide (CO2) Emissions, Renewable Energy, Population and Economic Growth in Bangladesh: An Empirical 

Study. Research in World Economy, 11(6), 196-206. https://doi.org/10.5430/rwe.v11n6p196  

Chowdhury, S., Islam, K. M. A., Rahman, M. M., Raisa, T. S., & Zayed, N. M. (2020). One Day International (ODI) 

Cricket Match Prediction in Logistic Analysis: India VS. Pakistan. Journal of Human Movement and Sports 

Sciences, 8(6), 543-548. https://doi.org/10.13189/saj.2020.080629  

Chowdhury, F. N., Mustafa, J., Islam, K. M. A., Hasan, K. B. M. R., Zayed, N. M., & Raisa, T. S. (2021). Social Business 

in an Emerging Economy: An Empirical Study in Bangladesh. The Journal of Asian Finance, Economics and 

Business, 8(3), 931–941. https://doi.org/10.13106/JAFEB.2021.VOL8.NO3.0931  

Chen, X., Rahaman, M., Hossain, M., & Chen, S. (2022a). Is there a relationship between natural gas consumption and the 

environmental Kuznets curve? Empirical evidence from Bangladesh. Environmental Science and Pollution 

Research, 29, 1-15. https://doi.org/10.1007/s11356-022-19207-w 
 

Choi, Y., & Yu, Y. (2014). The influence of perceived corporate sustainability practices on employees and organizational 

performance. Sustainability, 6(1), 348–364.  https://doi.org/10.3390/su6010348 

Dawkins, J. (2004). Corporate responsibility: The communication challenge. Journal of communication management, 9(2) 

108–119. https://doi.org/10.1108/13632540510621362 

Du, S., Bhattacharya, C.B., Sen, S. (2007). Reaping relational rewards from corporate social responsibility: the role of 

competitive positioning. Int. J. Res. Mark, 24(3), 224e241. https://doi.org/10.1016/j.ijresmar.2007.01.001 

Esen, E. (2013). The influence of corporate social responsibility (CSR) activities on building corporate reputation. In 

International business, sustainability and corporate social responsibility. 133–150. 

https://doi.org/10.1108/S2051-5030(2013)0000011010 

Farooq, O., Payaud, M., Merunka, D., & Valette-Florence, P. (2014). The impact of corporate social responsibility on 

organizational commitment: Exploring multiple mediation mechanisms. Journal of Business Ethics, 125(4), 563–

580. https://doi.org/10.1007/s10551-013-1928-3 

Fatma, M., Rahman, Z., & Khan, I. (2015). Building company reputation and brand equity through CSR: the mediating 

role of trust. International Journal of Bank Marketing, 33(6), 840–856.  https://doi.org/10.1108/IJBM-11-2014-

0166 

Faisal-E-Alam, M., Meero, A., Rahman, A. A. A., Zayed, N. M., Islam, K. M. A., & Imran, M. A. (2022). Social Media 

and Tourists’ Decision in Bangladesh: An Empirical Study on Travelling Cox’s Bazar. Journal of Environmental 

Management and Tourism, 13(4), 925-934. Retrieved from 

https://journals.aserspublishing.eu/jemt/article/view/7050 

Garvin, T., McGee, T. K., Smoyer-Tomic, K. E., & Aubynn, E. A. (2009). Community–company relations in gold mining 

in Ghana. Journal of environmental management, 90(1), 571–586. https://doi.org/10.1016/j.jenvman.2007.12.014 

Gazi, M. A. I., Rahaman, A., Waliullah, S. S. A., Ali, M. J., & Mamoon, Z. R. (2021). Financial performance of converted 

commercial banks from non-banking financial institutions: Evidence from Bangladesh. Journal of Asian Finance, 

Economics and Business, 8(2), 923-931. https://doi.org/10.13106/jafeb.2021.vol8.no2.0923 

Gazi, M. A. I., Rahaman, M. A., Hossain, G., Ali, M. J., & Mamoon, Z. (2021a). An empirical study of determinants of 

customer satisfaction of banking sector: Evidence from Bangladesh. Journal of Asian Finance, Economics, and 

Business, 8(2), 497-503. https://doi.org /10.13106/jafeb.2021.vol8.no2.0497 

Harjoto, M. A., & Jo, H. (2011). Corporate governance and CSR nexus. Journal of business ethics, 100(1), 45–67. 

https://doi.org/10.1007/s10551-011-0772-6 

Islam, K. M. A., Karim, M., Islam, S., Haque, S., Sultana, T. (2022). Exploring the effect of job satisfaction, employee 

empowerment, and emotional intelligence on bank employee performance: A study on commercial banks in 

Bangladesh. Banks and Bank Systems, 17(3), 158-166. https://doi.org/10.21511/bbs.17(3).2022.13 

https://doi.org/10.46281/ijbmf.v5i1.1075
https://doi.org/10.1080/09585190701570866
https://doi.org/10.1007/s10668-022-02447-8
https://www.abacademies.org/articles/An-empirical-study-on-the-factors-affecting-organic-food-purchasing-behavior-in-bangladesh-analyzing-a-few-factors-1939-6104-20-4-815.pdf
https://www.abacademies.org/articles/An-empirical-study-on-the-factors-affecting-organic-food-purchasing-behavior-in-bangladesh-analyzing-a-few-factors-1939-6104-20-4-815.pdf
https://doi.org/10.5430/rwe.v11n6p196
https://doi.org/10.13189/saj.2020.080629
https://doi.org/10.13106/JAFEB.2021.VOL8.NO3.0931
https://doi.org/10.1007/s11356-022-19207-w
https://doi.org/10.3390/su6010348
https://doi.org/10.1108/13632540510621362
https://doi.org/10.1016/j.ijresmar.2007.01.001
https://doi.org/10.1108/S2051-5030(2013)0000011010
https://doi.org/10.1108/IJBM-11-2014-0166
https://doi.org/10.1108/IJBM-11-2014-0166
https://journals.aserspublishing.eu/jemt/article/view/7050
https://doi.org/10.1016/j.jenvman.2007.12.014
https://doi.org/10.13106/jafeb.2021.vol8.no2.0923
http://dx.doi.org/10.21511/bbs.17(3).2022.13


Ali et al., American International Journal of Multidisciplinary Scientific Research 13(1) (2022), 1-7

  

19 
 

Jin, K. G., & Drozdenko, R. G. (2010). Relationships among perceived organizational core values, corporate social 

responsibility, ethics, and organizational performance outcomes: An empirical study of information technology 

professionals. Journal of Business Ethics, 92(3), 341–359. https://doi.org/10.1007/s10551-009-0158-1 

Karim, M., Mahmud, L. (2018). Customer Satisfaction in Banking Sector: A Case Study on Janata Bank Limited. Noble 

International Journal of Business and Management Research, 2(11), 90-100.  Retrieved from 

http://napublisher.org/?ic=journals&id=2 

Kumar, B., Asheq, A. A., Rahaman, M., & Karim, M. K. (2019). Determinants of Social Media Marketing Adoption among 

SMEs: A Conceptual Framework. Academy of Marketing Studies Journal, 23(1), 1-9. 

Kader, S. A., Kulsum, U., Islam, K. M. A., Siddiki, M. N. A., Zayed, N. M., & Raisa, T. S. (2021). Present Situation of the 

Field Workers in the Development Sector: A Social, Financial and Employment Aspect in Bangladesh. Journal 

of Southwest Jiaotong University, 56(2). https://doi.org/10.35741/issn.0258-2724.56.2.29  

Kabir, M. R., Khan, S., Chowdhury, S., Jahan, S., Islam, K. M. A., & Zayed, N. M. (2021). Corruption Possibilities in the 

Climate Financing Sector and Role of the Civil Societies in Bangladesh. Journal of Southwest Jiaotong University, 

56(2). https://doi.org/10.35741/issn.0258-2724.56.2.6  

López-Fernández, M., & Romero-Fernández, P. M. (2017). Socially responsible human resource policies and practices: 

Academic and professional validation. European research on management and business economics, 23(1), 55–

61. https://doi.org/10.1016/j.iedeen.2016.05.001 

Mamoon, Z. R., & Rahaman, M. A. (2021). Integrating human resource management and industrial relations: An overview. 

International Journal of Advances in Engineering and Management, 3(9), 21-25. https://doi.org/10.35629/5252-

03092125  

Mia, M. M., Zayed, N. M., Islam, K. M. A., Nitsenko, V., Matusevych, T., & Mordous, I. (2022). The Strategy of Factors 

Influencing Learning Satisfaction Explored by First and Second-Order Structural Equation Modeling (SEM). 

Inventions, 7(3), 59. https://doi.org/10.3390/inventions7030059  

Petrenko, O. V., Aime, F., Ridge, J., & Hill, A. (2016). Corporate social responsibility or CEO narcissism? CSR motivations 

and organizational performance. Strategic Management Journal, 37(2), 262–279. 

https://doi.org/10.1002/smj.2348 

Rubi, M. A., Chowdhury, S., Rahman, A. A. A., Meero, A., Zayed, N. M., & Islam, K. M. A. (2022). Fitting Multi-Layer 

Feed Forward Neural Network and Autoregressive Integrated Moving Average for Dhaka Stock Exchange Price 

Predicting. Emerging Science Journal, 6(5), 1046-1061. https://doi.org/10.28991/ESJ-2022-06-05-09  

Rahaman, M. A., & Uddin, M. S. (2022). The Effect of Promotion and Job Training on Job Satisfaction of Employees: An 

Empirical Study of the SME Sector in Bangladesh. The Journal of Asian Finance, Economics and Business, 9(2), 

255-260. https://doi.org/10.13106/jafeb.2022.vol9.no2.0255 

Rahman, A. A. A., Meero, A., Zayed, N. M., Islam, K. M. A., Rabban, M. R., Bunagan, V. D. R. (2021). IMPACT OF 

LEVERAGE RATIOS ON INDICATORS OF FINANCIAL PERFORMANCE: EVIDENCE FROM BAHRAIN. 

Academy of Strategic Management Journal, 20(3). Retrieved from https://www.abacademies.org/articles/impact-

of-leverage-ratios-on-indicators-of-financial-performance--evidence-from-bahrain-11166.html  

Rahman, A. A. A., Darwish, S., Meero, A., Zayed, N. M., Islam, K. M. A., Raisa, T. S. (2021). EMERGING STRATEGIES 

AND ECONOMIC IMPACT OF COVID-19: A CASE STUDY OF GULF COOPERATION COUNCIL 

COUNTRIES (GCC). Academy of Strategic Management Journal, 20(1). 1-10 Retrieved from 

https://www.abacademies.org/articles/emerging-strategies-and-economic-impact-of-covid19-a-case-study-of-

gulf-cooperation-council-countries-gcc-11270.html 

Rahaman, M. A. (2020a). China –A growing Story Human Resource Management and Corporate Performance. World 

Vision Research Journal, 13(1), 63-73 

Rahaman, M. A. (2016). Employees’ perception of recruitment and selection practices in local companies. International 

Journal of Ethics in Social Sciences, 4(1), 165-176. 

Rahaman, M. A. (2020b). Key Factors of Higher Education in Bangladesh: multiplicity, excellence and convenience. World 

Vision Research Journal, 13(1), 7-19. Retrieved from http://bv-f.org/WV-13/1.pdf 

Rahaman, M. A. (2016a).  Human Resource Management practices Recruitment and selection process in Multinational 

Company. Journal of Economics and Development Studies, 5(1), 1-12. Retrieved from 

https://www.researchgate.net/publication/344667885_Human_Resource_Management_Practices_Recruitment_a

nd_Selection_process_in_Multinational_company 

Rahaman, M. A., & Taru, R. D. (2020). Challenges and Opportunities: Technology Enablement for Digitalization in 

Banking and Other Business Sectors. Bi-Lingual International Research Journal, 10(39), 106-112. 

Rahaman, M. A., Gupta, A., Ali, A. I., Ali, M. J., & Taru, R. D. (2021). Identification of Determining Factors of Employee 

Performance of SME Business. Academy of Entrepreneurship Journal, 27(6), 1-5. 

Rahaman, M. A., Hassan, H. K., Asheq, A. A., & Islam, K. A. (2022a). The interplay between eWOM information and 

purchase intention on social media: Through the lens of IAM and TAM theory. PloS one, 17(9), e0272926. 

https://doi.org/10.1371/journal.pone.0272926 

Rahaman, M. A., Ahmed, T., Gupta, A., Taru, R. D., Ali, A. R. S. I., & Ali, J. (2022b). What Factors Do Satisfy Employees 

of Sme Business Sector? A Study on a Developing Economy. Academy of Entrepreneurship Journal, 28, 1-5. 

Rahaman, M. A., Luna, K. F., Kejing, Z., Ping, Z. L., & Taru, R. D. (2021a). Determinants of Accepting Internet Banking 

System: A Case Study in Bangladesh. Journal of Asian Finance, Economics, and Business, 8(5), 931-937. 

https://doi.org/10.13106/jafeb.2021.vol8.no5.0931 

https://doi.org/10.35741/issn.0258-2724.56.2.29
https://doi.org/10.35741/issn.0258-2724.56.2.6
https://doi.org/10.1016/j.iedeen.2016.05.001
https://doi.org/10.3390/inventions7030059
https://doi.org/10.1002/smj.2348
https://doi.org/10.28991/ESJ-2022-06-05-09
https://doi.org/10.13106/jafeb.2022.vol9.no2.0255
https://www.abacademies.org/articles/impact-of-leverage-ratios-on-indicators-of-financial-performance--evidence-from-bahrain-11166.html
https://www.abacademies.org/articles/impact-of-leverage-ratios-on-indicators-of-financial-performance--evidence-from-bahrain-11166.html
https://www.abacademies.org/articles/emerging-strategies-and-economic-impact-of-covid19-a-case-study-of-gulf-cooperation-council-countries-gcc-11270.html
https://www.abacademies.org/articles/emerging-strategies-and-economic-impact-of-covid19-a-case-study-of-gulf-cooperation-council-countries-gcc-11270.html
http://bv-f.org/WV-13/1.pdf
https://scholar.google.com/citations?view_op=view_citation&hl=en&user=l3nLhe4AAAAJ&cstart=20&pagesize=80&sortby=pubdate&citation_for_view=l3nLhe4AAAAJ:_FxGoFyzp5QC
https://scholar.google.com/citations?view_op=view_citation&hl=en&user=l3nLhe4AAAAJ&cstart=20&pagesize=80&sortby=pubdate&citation_for_view=l3nLhe4AAAAJ:_FxGoFyzp5QC
https://doi.org/10.1371/journal.pone.0272926
https://doi.org/10.13106/jafeb.2021.vol8.no5.0931


Ali et al., American International Journal of Multidisciplinary Scientific Research 13(1) (2022), 1-7

  

20 
 

Rahaman, M. A., Luna, K. F., Mite, S., Islam, M., & Wafik, H. (2021b). The effect of entrepreneurial orientation, market 

orientation and gender on business performance: An empirical study of SMEs in Bangladesh. The Journal of Asian 

Finance, Economics and Business, 8(6), 741-746. https://doi.org/10.13106/jafeb.2021.vol8.no6.0741 

Roberts, P. W., & Dowling, G. R. (2002). Corporate reputation and sustained superior financial performance. Strategic 

management journal, 23(12), 1077–1093. https://doi.org/10.1002/smj.274 

Saeidi, S. P., Sofian, S., Saeidi, P., Saeidi, S. P., & Saaeidi, S. A. (2015). How does corporate social responsibility contribute 

to firm financial performance? The mediating role of competitive advantage, reputation, and customer satisfaction. 

Journal of business research, 68(2), 341–350. https://doi.org/10.1016/j.jbusres.2014.06.024 

Shahriar, M. S., Islam, K. M. A., Zayed, N. M., Hasan, K. B. M. R., & Raisa, T. S. (2021). The Impact of COVID-19 on 

Bangladesh’s Economy: A Focus on Graduate Employability. The Journal of Asian Finance, Economics and 

Business, 8(3), 1395–1403. https://doi.org/10.13106/JAFEB.2021.VOL8.NO3.1395  

Tobiassen, A. E. (2014). Do CSR actions in retailing really matter for young consumers? A study in France and Norway. 

Journal of Retailing and Consumer Services, 21(1), 9–17. https://doi.org/10.1016/j.jretconser.2013.09.005 

Turban, D. B., & Greening, D. W. (1997). Corporate social performance and organizational attractiveness to prospective 

employees. Academy of management journal, 40(3), 658–672. https://doi.org/10.1177/000765030003900302 

Van Beurden, P., & Gössling, T. (2008). The worth of values — A literature review on the relation between corporate 

social and financial performance. Journal of Business Ethics, 82(2), 407–424. https://doi.org/10.1007/s10551-

008-9894-x 

Yoon, Y., Canlı, Z., & Schwarz, N. (2006). The effect of corporate social responsibility (CSR) activities on companies 

with bad reputations. Journal of Consumer Psychology, 16(4), 377–390. 

https://doi.org/10.1207/s15327663jcp1604_9 

Yuan, D., Gazi, M. A. I., Rahman, M. A., Dhar, B. K., & Rahaman, M. A. (2022). Occupational stress and health risk of 

employees working in the garments sector of Bangladesh: An empirical study. Frontiers in Public Health, 10. 

https://doi.org/10.3389/fpubh.2022.938248 

 

 
 

Publisher’s Note: CRIBFB stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. 

 

 
© 2022 by the authors. Licensee CRIBFB, USA. This article is an open access article distributed under the terms and conditions of the Creative Commons 

Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/). 

American International Journal of Multidisciplinary Scientific Research (P-ISSN 2638-1249   E-ISSN 2638-1273) by CRIBFB is licensed under a 

Creative Commons Attribution 4.0 International License. 

https://doi.org/10.13106/jafeb.2021.vol8.no6.0741
https://doi.org/10.1002/smj.274
https://doi.org/10.1016/j.jbusres.2014.06.024
https://doi.org/10.13106/JAFEB.2021.VOL8.NO3.1395
https://doi.org/10.1016/j.jretconser.2013.09.005
https://doi.org/10.1177/000765030003900302
https://doi.org/10.1207/s15327663jcp1604_9
https://doi.org/10.1371/journal.pone.0272926
http://creativecommons.org/licenses/by/4.0/)
http://creativecommons.org/licenses/by/4.0/
http://creativecommons.org/licenses/by/4.0/

