Drivers of corporate community involvement and challenges in measuring its impact

Arli, Denni; Cadeaux, Jack

doi:10.1108/srj-10-2012-0116

Cited by 12 publications

(14 citation statements)

References 106 publications

(183 reference statements)

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“…CSR has influenced various elements of businesses such as the impact of CSR behavior on the greater community (Albinger & Freeman, 2000;Arli & Cadeaux, 2014;Oppewal, Alexander, & Sullivan, 2006;Sen & Bhattacharya, 2001), the juxtaposition of CSR and the management of the multiple interests of multiple stakeholders (Matten, Crane, & Chapple, 2003;Waddock, 2004), the price consumers are willing to pay for CSR (Creyer & Ross, 1996;Karem, Abou, & El-Bassiouny, 2012;Parsa, Kenneth, Putrevu & Kreeger, 2015, discussion of CSR in the context of consumer loyalty (Bhattacharya & Sen, 2003;Lichtenstein, Drumwright, & Braig, 2004), reconceptualization of the store image (Gupta & Pirsch, 2008); the influence of CSR on financial performance (Orlitzky, 2003), and the effect of hypocrisy and inconsistent CSR messages on consumer purchase decisions (Wagner et al, 2009). These studies reveal the many areas within the CSR domain that have received academic attention.…”

Section: Corporate Social Responsibilitymentioning

confidence: 99%

Investigating the direct and indirect effects of corporate hypocrisy and perceived corporate reputation on consumers’ attitudes toward the company

Arli

Grace

Palmer

et al. 2017

Journal of Retailing and Consumer Services

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Consumers are placing increasing importance on the social responsibility of firms when making purchase decisions. Nonetheless, corporate irresponsibility has become more prevalent in the corporate world. Through corporate social responsibility (CSR), companies can showcase their virtues and appear as good citizens while ignoring many internal standards. Hence, the primary purpose of this study was to explore the impact of corporate hypocrisy on CSR belief, corporate reputation, and consumers' attitudes toward a company that may have a bad reputation. Second, we investigated the mediating effect of CSR belief and perceived corporate reputation on the relationships between corporate hypocrisy and consumers' attitudes toward the company. We asked a sample of respondents in Australia (n = 518) to respond to a real CSR campaign launched by a beer company. The results showed that CSR belief mediates the relationship between corporate hypocrisy and consumers' attitudes toward the company. The results indicated a perception that companies may use CSR to try to shift the blame from producers to users. The results of this study provide guidelines for managers, social marketers, and public policy makers on how to create and evaluate companies' CSR campaigns. The results of this study contribute to the debate on how consumers respond to various CSR campaigns as well as the intended or unintended consequences of CSR in directing consumers' attention away from the negative impacts businesses have on society.

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Section: Corporate Social Responsibilitymentioning

confidence: 99%

Investigating the direct and indirect effects of corporate hypocrisy and perceived corporate reputation on consumers’ attitudes toward the company

Arli

Grace

Palmer

et al. 2017

Journal of Retailing and Consumer Services

View full text Add to dashboard Cite

show abstract

“…Although locating responsibility for CSR at the board level has proven to strengthen the quality of CSR programs (Graafland and Smid, 2019), the literature generally finds that there is a lack of interest by senior-level managers in measuring CSR outcomes (Arli and Cadeaux, 2014). The main reasons for this include doubt about who will read the evaluation reports and the low level of interest of most stakeholders in such information.…”

Section: Evaluating Corporate Social Responsibility Programsmentioning

confidence: 99%

“…Company managers may not perceive that they benefit from the evaluation (especially from elaborate forms of measurement), and typically they are only interested in their flagship programs, often on which they spend most of their social investment budget (Arli and Cadeaux, 2014). The absence of interest from high-level management leads to assigning little time and resources to measurement activities.…”

Section: Evaluating Corporate Social Responsibility Programsmentioning

confidence: 99%

“…Research suggests that the main drivers for a firm to launch a CSR program are internal, not external (Arli and Cadeaux, 2014; c.f. Hanna et al , 2016; Vanclay and Hanna, 2019).…”

Section: Evaluating Corporate Social Responsibility Programsmentioning

confidence: 99%

“…Hanna et al , 2016; Vanclay and Hanna, 2019). In general, firms are focused on employees, especially about the company aiming to attract and retain the best staff (Arli and Cadeaux, 2014). Companies are more likely to emphasize the dollars spent or time dedicated by staff volunteering on projects, rather than discuss the outcomes of their social initiatives for a particular local community (Arli and Cadeaux, 2014).…”

Section: Evaluating Corporate Social Responsibility Programsmentioning

confidence: 99%

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The possibilities and limitations regarding the use of impact evaluation in corporate social responsibility programs in Latin America

Kowszyk

Vanclay

2020

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Purpose Improvement in the evaluation methodologies used in the public policy and development fields has increased the amount of evidence-based information available to decision makers. This helps firms evaluate the impacts of their social investments. However, it is not clear whether the business sector is interested in using these methods. This paper aims to describe the level of interest in, knowledge of and preferences relating to the impact evaluation of corporate social responsibility (CSR) programs by managers in Latin American companies and foundations. Design/methodology/approach A survey of 115 companies and foundations in 15 countries in Latin America was conducted in 2019. Findings The results indicated that most respondents believed that quantitative impact evaluation could address concerns about CSR program outcomes. However, monitoring and evaluation were primarily seen to be for tracking program objectives rather than for making strategic decisions about innovations to enhance the achievement of outcomes. Decision-making tended to respond to community demands. The main challenges to increasing the use of impact evaluation were the lack of skills and knowledge of management staff and the methodological complexity of evaluation designs. We conclude that there needs to be increased awareness about: the appropriate understanding of social outcomes; the benefits of evaluation; when impact evaluation is useful; how to prepare an evaluation budget; and the effective use of rigorous evidence to inform program design. Originality/value Acceptance by the business sector of quantitative measurement of the social impact of CSR programs will lead to improved outcomes from social investment programs.

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Empirical Review of Measuring Corporate Social Responsibility in the Sultanate of Oman

Younas,

Muthuraman,

Al Darmaki

et al. 2023

Studies in Computational Intelligence

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Drivers of corporate community involvement and challenges in measuring its impact

Abstract: His research lies in distribution channels, retailing, macromarketing, strategic marketing of product and service innovations, and marketing strategy. His work has appeared in such journals as the

Cited by 12 publications

References 106 publications

Investigating the direct and indirect effects of corporate hypocrisy and perceived corporate reputation on consumers’ attitudes toward the company

Investigating the direct and indirect effects of corporate hypocrisy and perceived corporate reputation on consumers’ attitudes toward the company

The possibilities and limitations regarding the use of impact evaluation in corporate social responsibility programs in Latin America

Empirical Review of Measuring Corporate Social Responsibility in the Sultanate of Oman

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