m-Banking is developed to support the clients in using various banking services, by using their mobile phones, thus allowing them to overcome the barriers in terms of time and location. Clients are increasingly using m-banking, so for some of them, this is the most used way of communication with the bank and doing banking transactions. Therefore, high-quality m-banking services significantly impact trust towards the bank, and it can influence bank reputation. Given the influence of m-banking, as well as the importance of its perceived quality, the paper aims to investigate the elements of m-banking quality, and to analyze the relation between m-banking quality and bank reputation. We investigate several dimensions of m-banking (safety, simplicity, and variety of m-banking services), and their impact on perceived m-banking quality. Besides, we examine the effect of perceived m-banking quality to bank reputation. For the analysis of these relationships, we use structural equation modeling, based on the survey results on a sample of clients of major banks in Croatia. Results of empirical research indicate that safety, simplicity, and a variety of m-banking services have a significant impact on the perceived m-banking quality, which, in turn, has a positive impact on the bank’s reputation.

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Social responsibility (SR) informally promotes systemic behavior by concepts of interdependence and holism in ISO 26000. SR principles demand transparency including communication of SR covered in company communications with its public. Banks are found problematic in transparency world-wide but are active regarding SR communication, which is especially important because banks critically impact society and its economic development. The banks' role in developing and underdeveloped countries is especially important because of their impact on countries' development, which increases the importance of their SR. Often, banks in these countries are subsidiaries of the large international banks. This article compares SR websites communication of large European multinational banks in their parent and subsidiary countries; content analysis is applied. Results implicate that banks in subsidiary countries have a significantly lower level of SR communication than the parent countries, and the difference tends to be higher in less developed countries. This endangers banks' systemic behavior and the international economy.

Corporate social responsibility (CSR) can be seen as an important differentiation strategy for organizations operating in foreign markets, as it helps organizations to gain legitimacy, transfer their positive reputation, gain visibility and easily adapt to a new environment. The implementation of CSR activities in foreign markets is often different from the local markets. Beside institutional and legal framework, shareholders' interests can also significantly vary. Therefore, in order to achieve competitive advantage in foreign markets by using CSR, it is necessary to identify the interests of key stakeholder groups and to identify the most efficient activities and communication channels towards them. This chapter provides insight into the importance of CSR activities and communication on stakeholders' management on foreign markets, based on the empirical research on a sample of medium and large export organizations in Croatia. Results of the research indicate the importance and positive influence of CSR activities and communication on stakeholders' management in foreign markets.

This chapter describes how and why normative justification for corporate responsibility has been replaced with business case thinking. Modern organizations do link their non-financial reports to strategy because corporate responsibility is seen as a source of competitive advantage, growth, motivation, and innovation. Non-financial reporting potentiates companies to understand, learn, and redefine their social and environmental impacts and its cost; how to minimize both impact and cost; and how to capitalize on challenges that management face on a daily basis. The connection between CR strategy and non-financial reporting is described along with how it is relevant for the successful business of modern organizations. By improving CR strategies and developing unique non-financial reporting, organizations can be more effective and efficient in the local community, which will positively reflect on their business model and in achieving higher sustainability levels.