Corporate Community Development (CCD) refers to the arrangement of goods, services and financial directions to the community by outstanding organization, i.e. the banks, business firm, aimed at ameliorative the living standards of the society (Abdalla, 2015; Mogaka et al., 2001). CCD is the significant part of more widely need term Corporate Social Responsibility (CSR) (Banks et al., 2011). It is a set of initiatives that extend beyond with, but are neither comparable nor a division of CSR (Banks, Kuir-ayius, Kombako, & Sagir, 2013). Globally, CCD is growing attention in business explore on the comparatively contribution of corporations, individual, and states to banking sector (Perez‐Batres, Pisani, & Doh, 2010). It also an attempt to improve
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The study of Ogolla, (2013) revealed that the status of CCD has not been satisfactory in many developing and least developed countries, largely due negligence to community, lack of public awareness, trust and transparency (Rana, 2015; Vogt, 2015). Practices of CCD of Islamic banking sector in Bangladesh are multifarious and noxious (Belal & Owen, 2007; Tania, 2014). In addition, community people more than continually expect companies to engage in CCD activities and maintaining relationship between company and community ( Belal, 2001; Rahman et al., 2009). Furthermore the banks in Bangladesh are not conscious of CCD exposure and there is no such research has been taken to provide strict outcome on the issue of CCD. This study contributes to closing this gap by integrating the abundant body of literature on the CCD process (Banks et al., 2013; Herbert-Cheshire, 2000). The nascent research stream on CCD practices of IBB (Ataur et al., 2015; Ibrahim et al., 2014; Maali et al., 2006) and by building a conceptual model on the impact of involving predictors (standardization, goals and values and governance structure). CCD practices of IBB, which is particularly determinative of the outcome (beneficiary satisfaction) (Ladewig & McCann, 1980; Mcdonald & Rundle-Thiele, 2008) because the absence of a thorough beneficiary satisfaction boost mislaid reputation (Haniffa & Hudaib, 2007), troubled business status (Dev, James, & Sen, 2002) and hampered bank attractiveness to the investors (Sethi, 1975; Fombrun, 1996; Fombrun and Foss, 2004; Hillman and Keim,
The study of Ogolla, (2013) revealed that the status of CCD has not been satisfactory in many developing and least developed countries, largely due negligence to community, lack of public awareness, trust and transparency (Rana, 2015; Vogt, 2015). Practices of CCD of Islamic banking sector in Bangladesh are multifarious and noxious (Belal & Owen, 2007; Tania, 2014). In addition, community people more than continually expect companies to engage in CCD activities and maintaining relationship between company and community ( Belal, 2001; Rahman et al., 2009). Furthermore the banks in Bangladesh are not conscious of CCD exposure and there is no such research has been taken to provide strict outcome on the issue of CCD. This study contributes to closing this gap by integrating the abundant body of literature on the CCD process (Banks et al., 2013; Herbert-Cheshire, 2000). The nascent research stream on CCD practices of IBB (Ataur et al., 2015; Ibrahim et al., 2014; Maali et al., 2006) and by building a conceptual model on the impact of involving predictors (standardization, goals and values and governance structure). CCD practices of IBB, which is particularly determinative of the outcome (beneficiary satisfaction) (Ladewig & McCann, 1980; Mcdonald & Rundle-Thiele, 2008) because the absence of a thorough beneficiary satisfaction boost mislaid reputation (Haniffa & Hudaib, 2007), troubled business status (Dev, James, & Sen, 2002) and hampered bank attractiveness to the investors (Sethi, 1975; Fombrun, 1996; Fombrun and Foss, 2004; Hillman and Keim,