Strengthening Stakeholder–Company Relationships through Mutually Beneficial Corporate Social Responsibility Initiatives
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 85 (2):257 - 272 (2009)
Corporate social responsibility (CSR) continues to gain attention atop the corporate agenda and is by now an important component of the dialogue between companies and their stakeholders. Nevertheless, there is still little guidance as to how companies can implement CSR activity in order to maximize returns to CSR investment. Theorists have identified many company-favoring outcomes of CSR; yet there is a dearth of research on the psychological mechanisms that drive stakeholder responses to CSR activity. Borrowing from the literatures on meansend chains and relationship marketing, we propose a conceptual model that explains how CSR provides individual stakeholders with numerous benefits (functional, psychosocial, and values) and how the type and extent to which a stakeholder derives these benefits from CSR initiatives influences the quality of the relationship between the stakeholder and the company. The paper discusses the implications of these insights and highlights a number of areas for future research
|Keywords||corporate citizenship corporate social responsibility relationship marketing stakeholder management|
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Citations of this work BETA
Simona Romani, Silvia Grappi & Richard P. Bagozzi (2013). Explaining Consumer Reactions to Corporate Social Responsibility: The Role of Gratitude and Altruistic Values. [REVIEW] Journal of Business Ethics 114 (2):193-206.
Clodia Vurro, Angeloantonio Russo & Francesco Perrini (2009). Shaping Sustainable Value Chains: Network Determinants of Supply Chain Governance Models. [REVIEW] Journal of Business Ethics 90 (4):607 - 621.
Carola Hillenbrand, Kevin Money & Stephen Pavelin (2012). Stakeholder-Defined Corporate Responsibility for a Pre-Credit-Crunch Financial Service Company: Lessons for How Good Reputations Are Won and Lost. [REVIEW] Journal of Business Ethics 105 (3):337-356.
Clodia Vurro, M. Tina Dacin & Francesco Perrini (2010). Institutional Antecedents of Partnering for Social Change: How Institutional Logics Shape Cross—Sector Social Partnerships. [REVIEW] Journal of Business Ethics 94 (1):39 - 53.
Shuili Du, Valérie Swaen, Adam Lindgreen & Sankar Sen (2013). The Roles of Leadership Styles in Corporate Social Responsibility. Journal of Business Ethics 114 (1):155-169.
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