The Impact of Corporate Social Responsibility on Tax Avoidance in the Listed Companies on the Iraqi Stock Exchange

Authors

  • Murtadha Mohammed Shani PhD Student of Accounting at The University Of Mazandaran. Iran, Al-Furat Al-Awsat Technical University / Babylon Technical Institute
  • Hossein Fakhari Professor Of Accounting At The University Of Mazandaran. Iran

DOI:

https://doi.org/10.31150/ajebm.v7i9.2934

Keywords:

corporate social responsibility, tax avoidance, Iraqi listed companies

Abstract

This study explores the impact of corporate social responsibility on tax avoidance in the Iraqi listed companies on the Iraqi stock exchange. The sample of companies include companies which are listed on the Iraqi Stock Exchange, numbering (33). Data was taken for the years from 2016 to 2021, and the data was analyzed using multiple regression and panel data analysis.The results indicated (corporate social responsibility) that there is a negative relationship between corporate social responsibility and tax avoidness and Iraqi companies suffer from slight levels of tax avoidance through adopting social responsibility practices. We note from the study that there is a weakness in the application of social responsibility accounting. Commitment to corporate social responsibility leads to reduced tax avoidance. Among the conclusions is the clear weakness in the internal control systems of companies in terms of the extent of commitment to social responsibility and attempts to benefit from tax savings to achieve personal gains. The research came out with a set of recommendations, the most prominent of which is the need to strengthen the supervisory role to reduce tax evasion operations, as using social work as a means of tax evasion harms government revenues in the state’s general budget.

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Published

2024-09-24

How to Cite

Shani , M. M. ., & Fakhari , H. . (2024). The Impact of Corporate Social Responsibility on Tax Avoidance in the Listed Companies on the Iraqi Stock Exchange . American Journal of Economics and Business Management, 7(9), 697–708. https://doi.org/10.31150/ajebm.v7i9.2934

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