The role of corporate social responsibility in strengthening multiple stakeholder relationships: A field experiment
- 8.7k Downloads
This research relied on a field experiment involving a real-world instance of corporate philanthropy to shed light on both the scope and limitations of the strategic returns to corporate social responsibility (CSR). In particular, the authors demonstrate that the impact of CSR in the real world is not only less pervasive than has been previously acknowledged but also more multifaceted than has been previously conceptualized. The findings indicated that contingent on CSR awareness, which was rather low, stakeholders did react positively to the focal company not only in the consumption domain but in the employment and investment domains as well. Stakeholder attributions regarding the genuineness of the company’s motives moderated these effects.
Keywordscorporate social responsibility corporate philanthropy consumers stakeholders
Unable to display preview. Download preview PDF.
- Alsop, Ronald. 2002. “For a Company, Charitable Works Are Best Carried Out Discreetly.”The Wall Street Journal January 16.Google Scholar
- — and —. 2004. “Doing Better at Doing Good: When, Why and How Consumers Respond to Corporate Social Initiatives.”California Management Review 47 (Fall): 9–25.Google Scholar
- Cone. 2004 “Cone Corporate Citizenship Study.” Research Report. Boston: Cone.Google Scholar
- Gourville, John T. and V. Kasturi Rangan. 2004. “Valuing the Cause Marketing Relationship.”California Management Review 47 (Fall): 38–58.Google Scholar
- Kerlinger, F. N. 1986.Foundations of Behavioral Research. New York: Holt, Rinehart & Winston.Google Scholar
- Paul, Peter J., Gilbert A Churchill, Jr., and Tom Brown. 1993. “Caution in the Use of Difference Scores in Consumer Research.”Journal of Consumer Research 19 (March): 655–677.Google Scholar
- Sen, Sankar and C. B. Bhattacharya. 2001. “Does Doing Good Always Lead to Doing Better? Consumer Reactions to Corporate Social Responsibility.”Journal of Marketing Research 38 (May): 43–62.Google Scholar
- Smith, N. Craig 2003. “Corporate Social Responsibility: Whether or How?”California Management Review 45 (Summer): 1–25.Google Scholar
- Ulrich, Dave and Norm Smallwood. 2004. “Capitalizing on Capabilities.”Harvard Business Review 82 (June): 119–128.Google Scholar