Corporate social responsibility: impacts on strategic marketing and customer value

Piercy, Nigel F.; Lane, Nikala

doi:10.1362/146934709x479917

Cited by 78 publications

(51 citation statements)

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“…Another point worth noting is that CSR (Mean = 3.39; SD = 0.996) was not given a high priority, achieving a ranking of eighteenth. This is contrary to the findings in the literature (Björklund, 2010;Piercy & Lane, 2009). Engineers seemed to be unconcerned with this criterion during supplier selection decision making.…”

Section: Resultscontrasting

confidence: 93%

Supplier Selection Criteria in A Power Utility in Malaysia: Engineers’ Perceptions

Thiruchelvam¹,

Tookey²,

Samarasinghe³

et al. 2012

J MECH ENG SCI

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Supplier selection of electricity generating, transmitting and distributing systems is part of the problem-solving environment in a power utility because it is a long-term investment for the organisation. Therefore, the decision over supplier selection directly influences the operational and financial position of a power utility. In addition, the supplier selection of a power-related system is a complex multi-criteria decision problem. While some criteria may be common across different industries, there are some criteria unique to the power industry. This research aims to understand what constitutes the suitable supplier selection criteria for a power utility. This study reveals some interesting findings of how engineers perceive the importance of each criterion and suggests strongly that product quality, price and delivery are key determinants in the supplier evaluation process. The eighteen criteria considered for this study were mapped onto their respective cluster, namely: supplier's organisational system and technology, buyer-supplier relationship and economic value. The findings of this study should assist various groups of stakeholders (e.g., suppliers, buyers and end users) to gain a better understanding of social behaviour in making purchase decisions, particularly with regard to power utilities.

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Section: Resultscontrasting

confidence: 93%

Supplier Selection Criteria in A Power Utility in Malaysia: Engineers’ Perceptions

Thiruchelvam¹,

Tookey²,

Samarasinghe³

et al. 2012

J MECH ENG SCI

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“…These programs can contribute to an increase in the organisation's value (Piercy & Lane, 2009), including its profitability (Dolnicar, 2004(Dolnicar, , 2006, and social and environmental capital (Savitz & Weber, 2006). However, there is also a need to encourage visitors to participate in these programs.…”

Section: Contextsmentioning

confidence: 99%

Factors that influence engagement in on-site environmentally responsible behaviours at music festivals

Alonso-Vazquez¹

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The study of on-site environmentally responsible behaviours at outdoor events is important because of the negative environmental degradation that may be caused when hosting these events. Studying these behaviours is especially important at music festivals that are held in protected areas, and/or for festival managers who have an interest in controlling the events' negative environmental impacts. Despite recent interest by event managers in developing strategies to encourage attendees' environmentally responsible behaviours, this task is still a challenge because attendees may be disinterested in behaving pro-environmentally in the music festival context. Given this, event managers need to find novel ways to encourage attendees to participate more in on-site environmentally responsible behaviours.To contribute toward finding alternative ways to encourage more participation, this research investigated the major psychographic factors that influence attendees' engagement in on-site environmentally responsible behaviours at music festivals. To identify these factors, the following research activities were carried out: phone interviews with music festival managers (10 participants); two online questionnaires (pre-visit and post-visit to festivals) across multiple music festivals (1,313 and 420 participants, respectively); and on-site interviews with attendees at a three-day music festival located near an Australian national park (81 participants).The findings of this study reveal that event managers consider it important to build a proenvironmental culture into their event communities in order to capitalise on attendees' sense of community that may support environmentally responsible behaviours. The analysis also provides evidence of discrepancies between attendees' intentions to behave in an environmentally responsible way at the music festivals and their actual behaviours.Psychographic factors such as pro-environmental predisposition, self-identity as eco-friendly, festival attachment, place attachment, on-site management strategies, perceived benefits and barriers are all important contributors to attendees' on-site behaviours. Further, the study finds that some attendees exceed their intentions to behave responsibly towards the environment and that this is linked with their perceptions of the music festival's green status.Attendees also consider it important to behave in an environmentally responsible way on-site because of the benefits they perceive for the well-being of both the festival community and the environment. In terms of barriers to engaging in on-site environmentally responsible behaviours, the findings reveal that the main obstacle for attendees is the belief that their actions will not make a difference.These results are of great significance to event management settings and can contribute to the design of management strategies to encourage attendees' on-site eco-friendly behaviours.

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“…There has been a wide array of contributions on supply chain management from a variety of fields, including marketing (Closs, Speier and Meacham, 2011;Piercy and Lane, 2009), supply chain (Awaysheh and Klassen, 2010;Simpson, Power and Samson, 2007) and industrial marketing (Liu, Kasturiratne and Moizer, 2012;Ewing, Windisch, and Newton, 2010;Helm and Salminen, 2010), A thorough literature review suggests that academia have often conducted case-based studies that focused on the social performance of suppliers (Hoejmose, Brammer and Millington, 2013;Egels-Zanden, 2007), Others reported on the consequences of irresponsible social practices on customers (Phillips and Caldwell, 2005), It may appear that the recent research is concerned with the processes through which buyers manage social issues in the supply chain, rather than focusing on the social performance of suppliers (Hoejmose et al, 2013;Klassen and Vereecke, 2012;Awaysheh and Klassen, 2010), The "process" literature has provided considerable insights on the role of social management capabilities, including; monitoring, collaboration and innovation (Klassen and Vereecke, 2012); internal and external barriers and enablers (Walker and Jones, 2012); supply chain structures, namely; transparency, dependency and distance -for the adoption of socially responsible practices (Awaysheh and Klassen, 2010); inter-organisational resources as a "collaborative paradigm" in supply chain management (Gold, Seuring and Beske, 2010) and third-party certification standards (Ciliberti, de Groot, de Haan, and Pontrandolfo, 2009) among other perspectives.…”

Section: The Procurement Of Materials and Products From The Global Sumentioning

confidence: 99%

The rationale for responsible supply chain management and stakeholder engagement

Camilleri

2017

JGR

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PurposeFirms are increasingly resorting to responsible supply chain management as they align their economic success with socially-responsible initiatives in their value chain. This contribution suggests that there are opportunities for global corporations who are keen on integrating responsible practices into their business operations. It is in their interest to report about their responsible supply chain management, social performance and sustainable innovations to their stakeholders. Design/methodology/approachThis review paper identifies future research avenues in the promising areas of responsible procurement and global supply chain management. FindingsThe corporations" differentiated strategies as well as their proactive engagement in responsible supply chain management can lead them to achieve a competitive advantage in the long term. the low-cost producers may be neglecting the marketplace stakeholders, including suppliers, distributors among others. Moreover, the smaller businesses" could not be in a position to follow responsible procurement practices as they may lack the scarce resources to do so. Originality/valueThis paper raises awareness about the integration of socially responsible behaviours and sustainable practices in business operations. It contends that a responsible supply chain management necessitates an improved relationship with suppliers and distributors in the value chain. This stakeholder engagement with ultimately create value to the businesses themselves.

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Corporate social responsibility: impacts on strategic marketing and customer value

Cited by 78 publications

References 0 publications

Supplier Selection Criteria in A Power Utility in Malaysia: Engineers’ Perceptions

Supplier Selection Criteria in A Power Utility in Malaysia: Engineers’ Perceptions

Factors that influence engagement in on-site environmentally responsible behaviours at music festivals

The rationale for responsible supply chain management and stakeholder engagement

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