Banks CSR‐fit, customers' quality of life, and cross‐buying: A joint moderation model

Abstract

The purpose of the current study is first to investigate attitudinal loyalty as a mediator of the relationship between corporate social responsibility (CSR)-fit and cross-buying, before examining the interaction of CSR-fit, CSR support, and quality of life in predicting cross-buying through attitudinal loyalty. In total, 821 bank customers provided data for this study by filling online and in-person surveys. The results from data analysis reveal that customers' perceived CSR-fit relationship with cross-buying behavior is mediated by their attitudinal loyalty toward their bank.Moreover, the conditional process analysis indicated that while CSR support strengthened the relationship of CSR-fit and attitudinal loyalty, quality of life weakened this relationship. Specifically, in response to their banks' CSR-fit, respondents with high CSR support and perceived low quality of life were the most likely to be loyal and engage in cross-buying behaviors. The least, however, are those with low support and perceived high quality of life. This study enlightens our understanding of the intricate relationship between CSR-fit perceptions and loyalty attitudes and behaviors. It further proposes a complex model investigating the psychological contingencies of the relationship and its marketing implication in the financial sector.

Customers’ quality of life, advocacy and banks’ CSR‐fit: A cross‐validated moderated mediation model

“…An additional contribution of this study is that, while prior studies (see Zasuwa, 2017 for a review) employed firms' characteristics, and other CSR attributes such as consistency (Yoo & Lee, 2018) and support (Pérez & del Bosque, 2015) as potential moderators of the CSR perception‐customer outcome link, this study uniquely employs customers’ perception of QoL. In the same vein, QoL has mostly been considered as an outcome of CSR activities (Ogunmokun et al, 2021), this study contributes to the literature by investigating its role as an antecedent of customers’ response to CSR. Furthermore, this cross‐validation study demonstrated that the association between CSR‐fit and customer outcomes could be significantly different even for customers in different sectors within the same industry; further highlighting the complexity of the CSR‐fit concept.…”

“…As such, unlike MfB, CSR is included in C‐Banks’ strategies often as an addendum, and for its potential financial benefits (Illueca et al, 2009). Among the different forms of banks, the ones that contribute to the social economy such as MfBs represent a special case because of their twofold mission as a social organization and a business enterprise (Ademilua et al, 2020; Ogunmokun et al, 2021). For MfBs, CSR is no alien concept; it is the keystone of their culture, and it lies at the very heart of their core offerings.…”

“…In the literature, QoL has been studied as a worthwhile consequence of organizations’ activities that promote and not impede customers’ and societal well‐being (Vila‐Lopez et al, 2019). These prior studies have considered QoL as a key outcome variable; nonetheless, self‐perceived QoL could also influence the attitudes and behaviours of consumers (Eslami et al, 2019; Ogunmokun et al, 2021).…”

“…Customers’ self‐perceived QoL likewise shapes loyal behaviours (such as advocacy) because customers seek to openly identify with the brands that meet their human needs, and are congruent with their self‐concept (Bhattacharya & Sen, 2004; Bigne‐Alcaniz et al, 2010). In addition, since behaviours are often based on certain human needs that need to be fulfilled, needs act as powerful motivators and determinants of behaviours (Ogunmokun et al, 2021). Likewise, as a form of social exchange, and because CSR appears to be generally more important and beneficial to low QoL customers, they could become strong advocates of socially responsible brands without much attribution thought‐process, and without much CSR‐fit considerations so far the CSR activities satisfy their lower‐level needs.…”

Service beyond the status quo: the ripple effect of corporate social responsibility and internal marketing on employee's customer-oriented behavior

“…Secondly, the study data were drawn from frontline employees working in Nigerian banks. As a result, the findings may not be generalizable to banking employees in other jurisdictions (Ogunmokun et al. , 2021).…”