Is corporate social responsibility (CSR) participation the pathway to foster meaningful work and helping behavior for millennials?

This study examines how corporate social responsibility (CSR) participation affects organizational citizenship behavior (OCB) through meaningful work. This work is significant for three reasons: the joint examination of CSR, meaningful work, and OCB is novel; the comparative effects of CSR perception versus CSR participation have not been examined previously; and this is the first examination of such relationships for different generations of employees. Data from 245 employees of four-star hotels were analyzed using a partial least squares structural equation modelling (PLS-SEM) approach and multigroup analysis (MGA). Results reveal that CSR participation has a strong influence over work-related outcomes. The strongest effect of CSR participation on helping behavior is in Generation Y whereas CSR perception has a strong indirect effect on helping behavior through meaningful work in Generation X. These findings offer managerial implications to hotel managers on how best to manage generational differences in predicting helping behavior at workplace.     

The impact of prevention versus promotion hope on CSR activities

In order to benefit from CSR (corporate social responsibility) activities, companies need to adopt appropriate advertising strategies that can positively influence consumers’ purchase decisions while generating favorable attitudes toward the company. Advertising certain products or services triggers the feeling of hope and creates specific goals that consumers aim to achieve. In this study, we distinguish between two types of hope—promotion hope versus prevention hope, and examine their impact in the context of CSR. Results from an experimental study reveal that the impact of CSR activities on consumer attitudes and behavioral intentions depends on the type of hope. When the ad portrayed a message inducing prevention hope, an altruistic CSR activity was more effective than a strategic CSR activity. Conversely, the impact of the two CSR activities did not differ in the promotion ad context.     

An original sin of casino hotels? Consequences of CSR misfit and the remedies

Casino hotels have long been stereotypically associated with negative images that induce a perceived misfit between their corporate social responsibility (CSR) initiatives and their core business as gaming operators. Building on the contingency theory of communication strategies, a multilevel design was adopted to investigate the negative consequences of CSR misfit on legitimacy through CSR authenticity. The firm-level moderating effects of two communicational cues, relational genuineness and marketing skepticism, are also examined. In a context of controversial industries, this study fills a research void by investigating corporate-level moderators that buffer the insidious influences of CSR misfit. It enriches the literature on the consequences of company–CSR coherence and elucidates the mediating role authenticity plays in the CSR implementation process. Practical implications for gaming operators are provided, and remedies that casino hotels can use to lessen the negative consequences of stigmatization are suggested.     

What do seasonal lodging operators need to know about seasonal workers?

Part of the seasonal employee retention problem stems from a lack of understanding of diversified seasonal employees. The overall job satisfaction of seasonal workers and the attitudes toward co-workers and the workplace need to be studied to identify factors that would help employers in retaining a full workforce. Job satisfaction, the workers' perceptions, and expectations of social and physical working environments were identified. Seasonal workers perceive different social and moral values, and management might affect seasonal worker job satisfaction. Such differences may help in explaining the relationship between social value and job satisfaction relationship in summer destination resorts.     

Are you good enough? CSR,quality management and corporate financial performance in the hospitality industry

Hospitality firms are increasingly investing in corporate social responsibility (CSR) to generate strong relationships with stakeholders while aiming to benefit their own performance. However, CSR may bring both costs and benefits to the focal firm. We analyze how corporate financial performance (CFP) is affected by CSR, finding that the impact of CSR on CFP has a U-shaped form, where CSR is a cost that translates into higher benefits only when it generates solid relationships between firms and their stakeholders. Furthermore, we adopt a contingency approach, assessing the role of quality management (QM) on the CSR-CFP relationship. We find that the simultaneous implementation of CSR and QM is less beneficial to CFP than the isolated implementation of CSR due to the redundancy of different activities aimed at similar goals, i.e., stakeholders’ satisfaction. In doing so, we advance academic understanding of the impact of CSR and QM on CFP.     

How do consumers’ perceptions differ across dimensions of corporate social responsibility and hotel types?

This study develops three hypotheses regarding corporate social responsibility (CSR) in the context of the hotel industry. First, the study examines a ranking of consumers’ perceived importance of the four CSR dimensions proposed by Carroll’s hierarchy of CSR in 1991, expecting the following orders: philanthropic, ethical, legal, and economic dimensions, from most to least important. Second, the study investigates the relationship between consumers’ perceived importance of and their overall support for CSR. Third, the study introduces the type of hotel (for example, economy, mid-scale, and upscale) as a moderator to provide a better explanation of the relationship between consumers’ perceived importance of the CSR dimensions and support for CSR. Contributions to the CSR literature in general, and also specifically relating to the hotel context, and managerial implications are discussed.     

Narcissistic CEOs and corporate social responsibility: Does the role of an outside board of directors matter?

During recent years, there has been a growing interest in CEO narcissism across disciplines. Various scholars document that CEO narcissism is an important factor that should not be overlooked when analyzing various organizational outcomes and strategies. Research on CEO narcissism has focused on its negative implications on organization outcomes. However, little attention has been paid to its effect on corporate social responsibility (CSR). This study explores the relationship between CEO narcissism and two distinct facets of CSR (stakeholder management and social issue participation), while taking into account the moderating role of outside board of directors. Using a sample of publicly traded U.S restaurants, the results document that an outside board of directors plays a moderating role on the relationship between CEO narcissism and the two distinct facets of CSR.     

An integrated approach for selecting corporate social responsibility programs and costs evaluation in the international tourist hotel

The purpose of this paper is to present an integrated approach and scientific techniques for corporate social responsibility (CSR) programs selection decisions and costs evaluation in the hotel industry. First, experts are chosen to conduct the analytic structure construction for CSR programs selection by identifying cost and differentiation advantage criteria and CSR program candidates that can benefit society and competitive advantage for hotels. Second, the DEMATEL (Decision Making Trial and Evaluation Laboratory) method is used to detect complex relationships and build a network structure among the cost and differentiation advantage criteria. Third, the ANP (Analytic Network Process) is used where the criteria are dependent. Fourth, the ANP results are applied to ZOGP (Zero–One Goal Programming) formulation to find the optimal CSR program portfolio under limited resources and constrained situations. Finally, ABC (Activity-Based Costing) model is used to calculate each chosen CSR program's costs in order to acquire accurate cost information. The result shows that the improvement on the image of an organization is the major dispatch for driving the international tourist hotel to fulfill CSR goals. The integrated approach can help international tourist hotels’ managers to select CSR programs more scientifically and to make decisions conforming to the reality.