1. Strengthening Stakeholder–Company Relationships Through Mutually Beneficial Corporate Social Responsibility Initiatives.C. B. Bhattacharya, Daniel Korschun & Sankar Sen - 2009 - Journal of Business Ethics 85 (S2):257-272.
    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 (...)
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    Corporate Social Responsibility, Multi-Faceted Job-Products, and Employee Outcomes.Shuili Du, C. B. Bhattacharya & Sankar Sen - 2015 - Journal of Business Ethics 131 (2):319-335.
    This paper examines how employees react to their organizations’ corporate social responsibility initiatives. Drawing upon research in internal marketing and psychological contract theories, we argue that employees have multi-faceted job needs and that CSR programs comprise an important means to fulfill developmental and ideological job needs. Based on cluster analysis, we identify three heterogeneous employee segments, Idealists, Enthusiasts, and Indifferents, who vary in their multi-faceted job needs and, consequently, their demand for organizational CSR. We further find that an organization’s CSR (...)
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    The Roles of Leadership Styles in Corporate Social Responsibility.Shuili Du, Valérie Swaen, Adam Lindgreen & Sankar Sen - 2013 - Journal of Business Ethics 114 (1):155-169.
    This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research highlights (...)
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    Feeling Good by Doing Good: A Selfish Motivation for Ethical Choice.Remi Trudel, Jill Klein, Sankar Sen & Niraj Dawar - forthcoming - Journal of Business Ethics:1-11.
    This paper examines the question of why consumers engage in ethical consumption. The authors draw on self-affirmation theory to propose that the choice of an ethical product serves a self-restorative function. Four experiments provide support for this assertion: a self-threat increases consumers’ choice of an ethical option, even when the alternative choice is objectively superior in quantity and product quality. Further, restoring self-esteem through positive feedback eliminates this increase in ethical choice. As an additional test of the robustness of our (...)
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    Consumer Reactions to CSR: A Brazilian Perspective.Sergio W. Carvalho, Sankar Sen, Marcio de Oliveira Mota & Renata Carneiro de Lima - 2010 - Journal of Business Ethics 91 (S1):291 - 310.
    In this research, we evaluate the response of Brazilian consumers to corporate social responsibility (CSR) initiatives accompanied by a price increase. We demonstrate that the extent to which Brazilian consumers perceive a company to be socially responsible (i.e., their CSR perceptions) is related to both the basic transactional outcome of purchase intentions as well as two relational outcomes: the likelihood to switch to a competitor and to complain about the CSR-based price increase. More interestingly, we find that these relationships are (...)
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