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Purpose Using social exchange theory as a contextual backdrop, this study aims to better understand how corporate social responsibility (CSR) can contribute to customer retention (CR). A conceptual framework is developed to illustrate the proposed relationship and the influence of mediating factors. The telecommunication industry in Ghana is used to operationalize the conceptual framework. Design/methodology/approach Qualitative and quantitative data were collected through face-to-face interviews with CSR managers and through a structured questionnaire. The data were analyzed using qualitative analysis and structural equation modeling. Findings Findings suggest that CSR, corporate image and service quality have significant relationships with both corporate image and CR. Corporate image also mediates the relationship between CSR, customer value and service quality with that of CR. The authors also find that CSR strengthens the relationship between customer value and service quality with that of corporate image, which subsequently leads to enhanced CR. Originality/value Thus far, the mediating variables that help explain and predict the relationship between CSR activities and CR have been overlooked in the extant literature. The results of this study will help fill a critical knowledge gap in marketing and CSR literature.

The Volta Aluminium Company Ltd. (VALCO) owned by Kaiser Aluminium and Chemical Corporation (90%) and Reynolds Metal Company (10%) was established in Ghana in September 1959. Both these companies are U.S. based multinationals (MNCs) and specialize primarily in the metals industry. VALCO is one of the largest direct foreign investments in Ghana ($196 million in the early 1960s). In terms of size alone it was sure to generate controversy but the nature of its agreement with the Government of Ghana, as well as its operations, have combined to create an atmosphere of criticism against the company. The paper examines the nature of the relationship between VALCO and Ghana from the inception of the plant to the late 1980s, and attempts to identify the underlying causes of their respective behaviors. Two theoretical perspectives: dependency theory, and the bargaining power model, are used to analyze what transpired. The paper concludes that the VALCO smelter case exhibits aspects of both dependency theory and the bargaining power model. It seems that the two are not necessarily mutually exclusive.