This study aimed to identify strategies for implementing social responsibility in banking services to stakeholders considering the compliance auditing and determine barriers. The Grounded Theory was used to develop the model, and banking experts were interviewed using a purposive sampling method to collect qualitative data. A total of 336 certified public accountants were selected in the quantitative part using a random sampling method. A questionnaire was used for data collection, and the analysis of variance (ANOVA) and t-test and Friedman test were used to analyze the data. The essential executive strategies were to increase welfare services proportional to the inflation rate to employees, implement a meritocracy system in the banking system, accept the workforce with government testing and supervision, increase actual stock returns and distributive profits, provide transparent, timely, and reliable information with simultaneous access for all, development of electronic banking, and justice in equal services to all customers with high quality and speed. In addition, the critical barriers were the lack of prioritizing compliance with social responsibilities at the top of organizational goals and the private or public nature of banks. Considering the confirmation of the five hypotheses, the compliance with social responsibilities in customer service had the most significant effect, and the other stakeholders service had the least effect in reducing the stakeholders’ expectation gap.