Corporate social responsibility research in international business journals: An author co-citation analysis

This paper aims to describe the development of research on corporate social responsibility in international business (IB) journals and to suggest future research directions. We conducted a bibliometric study of articles published in twelve leading international business journals over three decades in a longer time frame (1996–2015). Five research trends were found in IB journals: business ethics, integration of stakeholder management, the evolution of the CSR concept, the political and social demands of CSR, and the financial implications of CSR. Our results thus have several implications and suggest numerous opportunities for future research.     

The financial impact of loyalty programs in the hotel industry: A social exchange theory perspective

With increased competition across the hotel industry for frequent travelers, who generate a disproportionate portion of revenue, loyalty programs appear to be a rational response to the competitive environment. The question remains, however, as to whether these programs are effective at increasing the profitability of hotel operators. This study analyzes the impact of customer loyalty programs on the industry specific performance metrics of occupancy rate, revenue, and operating margin. Utilizing a comprehensive database of 36 different hotel brands (e.g., Marriot, Hilton) encompassing 31 loyalty programs and 435 different hotel properties, we examine whether a loyalty program is indeed an effective tool to increase operating margin. In summary, empirical results suggest that investment in hotel loyalty programs has a positive impact on occupancy rates and profitability. And although the overall effect is modest, these results have several managerial implications for the hotel industry.     

The pivotal roles of product knowledge and corporate social responsibility in event sponsorship effectiveness

The authors apply consumer theories of cognition to event marketing specifically in relation to corporate sponsorships. Upon conducting field surveys with attendees (n = 1636) at an international sporting event with a multinational sponsor, the authors demonstrate the pivotal roles that 1) attendees' knowledge regarding the sponsor's product, and 2) perception of the sponsor's commitment to corporate social responsibility have on successful event sponsorship. Specifically, structural model results show how attendees' knowledge of the event sponsor's products and perceptions of the sponsor as socially responsible enhance attendees' commitment to the sponsor and intentions to purchase the sponsor's products. These results provide scholars and managers with means of improving event marketing communications.     

Using consumer perceived ethicality as a guideline for corporate social responsibility strategy: A commentary essay

“Consumer Perceived Ethicality” presents a framework of perceived consumer ethicality as summarized from in-depth interviews with 20 citizens of the United Kingdom and Germany. The framework identifies six broad domains and 36 sub-items (6 for each domain) that serve as examples of consumer-generated “unethical corporate behaviors.” This commentary highlights the contributions, discusses the limitations and presents an alternative perspective on the study of consumer perceived ethicality.     

In the eye of the beholder: Communicating CSR through color in packaging design

Consumers have become much more attentive and demanding about corporate social responsibility (CSR), and companies are now gradually becoming aware that receiving consumer favor could depend on conducting business in a sustainable manner. Moreover, in order to gain returns from their CSR investments, such as company reputation, customer loyalty and customer–company identification, firms must also provide effective communication of their CSR efforts to the consumers. This study explores the potential of packaging color for conveying CSR to consumers, focusing in particular on consumer packaged goods. For this purpose, a quantitative study was conducted on a representative sample of consumers (n = 2000) in the form of a structured questionnaire, administered using face-to-face interviews. Three different stimuli were created through fictitious images of a non-existent brand product. Only the color of the packaging varied, while all the other graphic elements were left unchanged. The results show that, despite the prevailing association of green with the concepts of sustainability and CSR, it is not the most suitable color to clearly and credibly convey a CSR message to consumers. Thus, it is important to examine whether different colors could serve better to improve the clarity and credibility of CSR claims.     

Corporate Social Responsibility in franchise chains: Specificities,insights from French franchise chains’ CSD,and avenues for future research

Although franchise chains are increasingly committed to environmental, social, and societal transitions, only a few researchers have focused on Corporate Social Responsibility (CSR) in the specific case of franchising. The aim of our paper is to discuss the specificities and challenges of CSR in franchising, explore how franchisors report on their sustainable practices, and emphasize subsequent directions for future research. In order to do so, we focus on the Corporate Social Disclosure (CSD) practices of twenty-two retail and service franchisors operating in the French market where regulations of non-financial information disclosures exist for large companies. Our findings show that these franchisors disclose rich and diversified information about their CSR activities. However, franchisors’ disclosures can vary significantly, especially depending on their chain size and whether they are subject to reporting regulations. Our research contributes to the literature on CSR in franchise chains, as well as the practice.     

Integrating public service and marketing differentiation: an analysis of the American Express Corporation’s “Charge Against Hunger” promotion program

Dating back to the 1980s, American Express (AMEX) has been a corporate leader in successfully applying cause-related marketing (CRM) to boost membership and credit card usage in troubled markets. During a downturn in the mid-1990s, AMEX and Share Our Strength (SOS), a nonprofit organization tackling the problem of hunger in the United States, formed a strategic alliance to create one of the best known and most highly touted CRM campaigns. AMEX implemented an innovative cause branding (CB) effort to convince its cardholders to “Charge Against Hunger” (CAH) by utilizing their AMEX credit cards more frequently during the holiday season. Over the 4-year life of the program, the issue of hunger in the United States was put somewhat higher on the public agenda as more than US $21 million were raised for SOS projects. This study assesses how AMEX’s public relations efforts contributed to the success of the CAH campaign.     

The effect of affective response to corporate social irresponsibility on consumer resistance behaviour: validation of a dual-channel model

ABSTRACT

This paper delineates a dual-channel model of consumer resistance towards corporate social irresponsibility. The model assumes a conditional mediational relationship among affective response to corporate social irresponsibility and ethical judgement as drivers of consumers’ inclination towards boycotting, protesting and negative word-of-mouth. Mediation-analysis results are largely in line with the model hypotheses: Affective response to corporate social irresponsibility solely has a significant direct effect on resistance inclination of consumers with a low preference for ethical products. Moreover, contractualistic and moral equity (utilitarian) judgement mediate(s) the effect of affective response on resistance intention for consumers with high (low) ethical product preferences. Based on the empirical findings, the paper presents practical implications and avenues for future research.     

Risky business: Taking a stand on social issues

When company executives take a stand on social issues, the repercussions can be significant. Not only does the company run the risk of alienating employees, but taking a stand on a controversial issue can impact the company's image and ultimately consumer purchasing behaviors. However, research on corporate social responsibility generally supports the notion that when companies get involved in societal issues, it can positively influence bottom-line financial performance. This article evaluates the advantages and disadvantages of taking a corporate stand on sensitive social issues and suggests guidelines that leaders should consider to increase the probability of success. Specifically, we found that oftentimes it is not the stand a leader takes but rather how that leader takes that stand. Moreover, we encourage business leaders to consider the delicate balance between fiduciary responsibility and social activism, to use a strategic approach, and to understand the legal repercussions before taking a stand on a social issue.     

Two hearts in three-quarter time: How to waltz the social media/viral marketing dance

The concept of viral marketing has been discussed in the literature for over 15 years, since Jeffrey Rayport first introduced the term in 1996. However, the more widespread use of social media has recently pushed this idea to a whole new level. We provide insight into the relationship between social media and viral marketing, and illustrate the six steps executives should take in order to dance the social media/viral marketing waltz. We define viral marketing as electronic word-of-mouth whereby some form of marketing message related to a company, brand, or product is transmitted in an exponentially growing way—often through the use of social media applications. We consider the three conditions that need to be fulfilled to create a viral marketing epidemic (i.e., giving the right message to the right messengers in the right environment) and present four different groups of social media viral marketing campaigns (nightmares, strokes-of-luck, homemade issues, and triumphs). We conclude with five points of caution that managers should heed when trying to launch their own viral marketing campaign.     

Using Social Marketing Strategies to Reform Social Policy: A Lesson from British History

ABSTRACT

This article presents a general framework for the social marketing process. An example from British history is used to demonstrate an effective model for gaining public and government support for a social marketing initiative. The historical analysis illustrates a key issue: public interpretation of the importance of the social marketing cause is dependent upon its core values and that its values may differ from the group advocating social action. The advocacy group's effectiveness in obtaining support for its cause will hinge upon its ability to strike a resonant chord with the social values of society and its cause.     

Exploring origins of ethical company/brand perceptions: Reply to Shea and Cohn's commentaries

This article responds to key questions that Shea (2010) and Cohn (2010) raise on Brunk's (2010a) work on consumer perceived ethicality (CPE) of a company or brand and expands on suggestions for further research. In particular the response here (1) considers concerns of generalizability, impact of cultural context, and transiency of the domain of CPE framework, (2) offers new insights into the complex and dynamic nature of CPE and its formation, (3) discusses issues relating to ethical consumption behavior, and (4) concludes with a debate on managerial implications including real-life strategic as well as operational challenges of effective CSR management.