Purpose The purpose of this paper is threefold: first, to examine the effects of perceived corporate social responsibility (CSR) on service quality, satisfaction and repurchase intention; second, to investigate the mediating (unique and serial) effects of service quality and satisfaction; and third, to determine the moderating effects of consumer rights awareness (CRA) on the relationship between perceived CSR and consumer responses. Design/methodology/approach Survey data was collected from a sample of 604 customers of the 4 major mobile telecommunications companies in Nigeria. The partial least squares structural equation modeling approach was used to test the hypothesized model. Findings Research findings indicate that perceived CSR has direct and positive effects on service quality, satisfaction and repurchase intention. Also, service quality and satisfaction mediates (uniquely and in sequence) the effect of perceived CSR on repurchase intention. In addition, CRA moderates perceived CSR’s effect on service quality perceptions and repurchase intention. Practical implications The findings confirm the complementary relationships between CSR, service quality and satisfaction in influencing consumers’ repurchase intention. Managers should imbibe CSR as an intangible attribute that complements high-quality services, leading to enhanced customer satisfaction and repurchase intentions. The findings also suggest that CRA enhances perceived CSR’s effect on service quality perceptions and repurchase intentions. Thus, managers should take proactive steps to inform consumers of their rights, and also show efforts at protecting the same. Originality/value This study has overcome the limitation observed in previous studies by testing the sequential mediating effects of service quality and customer satisfaction in the perceived CSR–consumer response relationships. Also, this study represents a pioneering effort at empirically confirming the role of CRA in enhancing perceived CSR’s influence on consumer responses. In addition, the findings also provide insights on the impact of CSR on consumer behavior from a developing country’s perspective.

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1. Introduction Organizations, both public and private have long recognized service quality as one of the tools that can be used to attain operational competence and improved business performance (Mehta et al., 2000). This is because quality of services has direct connection with customers' satisfaction especially in the services industry (Parasuraman et al., 1985; and Gilbert et al., 2006). Furthermore, quality services encourage customers' continuous patronage and loyalty to services of the organization, which in turn reflects positively on revenue generation for the organization (Cronin et al., 1992). It is therefore not surprising that service marketers have paid great attention to studying customers' quality requirements, as a means to ensuring satisfaction of consumers' desires; and to gain an edge over their competitors. The healthcare industry is a critical service sector in any economy, regardless of its level of development. The main objective of healthcare service is to diagnosis and treat the problem of the sick patients and to improve the quality of services rendered to them Cati and Yilmaz, (2002).Access to healthcare service is also a fundamental right of every citizen of any nation irrespective of his/her race, gender, ethnic inclination, philosophy, belief, economic or social status, political affiliation, physical or psychological conditions (Olani, 2004). To this end, there are concerted efforts towards provision of quality healthcare services, from both the private and public healthcare institutions in most nations. Though the public healthcare service organizations are relatively non-profit oriented, they are largely established to provide better and affordable healthcare services to citizens, as one of many fundamental obligations of government to its citizen. According to Swanson and Davis (2003), patient satisfaction can be influenced by patient's perception of quality healthcare delivery services, which is largely, determined by the patient's expectations. Healthcare managers are expected to assess the patient satisfaction and their impact on financial result of the healthcare organization (Raposo et al., 2009). However, the quality of healthcare has been described as a consistent delivery of qualitative, affordable healthcare according to universally accepted standards. Quality in healthcare addresses both practical and non-practical dimensions (Pakdil and Harwood, 2005).

This study focuses on how higher education institutions, or HEIs, may respond to future strategic risks of an unprecedented magnitude. As the business world grapples with the impact of the pandemic on the corporate strategies, so are the HEIs. The management of strategic risks tends to be viewed as ‘managing risk strategically’ and thus, they are often overlooked despite being found to be far more consequential than other traditional risks.  Therefore, incorporating tactics to manage VUCA, which refers to volatility, uncertainty, complexity and ambiguity is timely and necessary in the new norm.  The findings reveal that the seven basic steps required in developing a strategic risk mitigation plan (SRMP) namely: identify the risks, determine strategic risk triggers, describe the strategic risk (and where it is likely to strike), develop strategic risk mitigation plan, discuss strategic concerns, perform risk analysis and create the strategic risk map or scorecard.  The pandemic experience shows that these seven basic steps can be narrowed into four broad categories of risk identification, risk analysis, risk assessment and taking appropriate corrective actions. The study also recommends a rigorous analysis of strategic factors related to the basis of strategies amidst challenging VUCA situations such as Covid-19.

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