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

Olorunsola, Victor Oluwafemi; Saydam, Mehmet Bahrı; Ogunmokun, Oluwatobi A.; Öztüren, Ali

doi:10.1108/ijbm-07-2021-0321

Cited by 17 publications

(17 citation statements)

References 103 publications

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“…Globalisation, work flexibility, increased competition, and the need to obtain competitive advantage currently turn the organisational world into a context of pure uncertainty [6,7]. All these constraints are already more than enough concerns for managers.…”

Section: Discussionmentioning

confidence: 99%

“…Moreover, this area also states that individuals with more positive experiences tend to be people characterised by high levels of resilience, with a greater remarkability to face complex situations, and are more innovative and intuitive, optimistic, and proactive [18,37]. All these are favourable characteristics for employees considering the current context of high uncertainty levels, unmeasured competition and the intense search for competitive advantage [6,7,38]. Thus, the relevance of exploring the theme and its current nature is highlighted.…”

Section: Concept and Origin Of The Hpw Thesismentioning

confidence: 99%

“…Research following these trends has proven that employees with good levels of well-being are employees who have better performance levels. Happy workers provide superior quality services, adding value, promoting competitiveness and innovation, improving motivation and organisational learning, enhancing employees' commitment to their organisations and improving their attitudes and behaviours [2,3,[6][7][8][9][10][11][12]. In this line of thought, the thesis of the happy-productive worker (HPW) arises based on the belief that a happy worker is more productive.…”

Section: Introductionmentioning

confidence: 99%

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How to Measure the Happy-Productive Worker Thesis

Costa¹,

Oliveira²,

Ferreira³

2023

Business, Management and Economics

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Globalisation and intensifying competition force organisations to create distinctive competitive advantages, transforming classic management models and seeking effective responses to the mutability and dynamics of markets. People management plays a central role in achieving differentiating capacities, forcing more effective management of human resources. In an environment marked by high absenteeism and turnover, followed by the growing difficulty in retaining talent, organisations have been seeking to increase the satisfaction of internal customer needs (employees), working on issues such as well-being and happiness at work. The increasing concern with employee well-being and their association with job performance have been the basis for many research studies aimed at understanding the impact of the concept of happiness on employee behaviour and performance. This chapter seeks to summarise the main ways of operationalising the constructs inherent to the thesis of the happy-productive worker (happiness and performance). This chapter is structured as follows: introduction, exploration of the happy-productive worker thesis (concept and origin and main theoretical frameworks related to the idea), measuring the constructs (happiness and performance), and conclusion.

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Section: Discussionmentioning

confidence: 99%

Section: Concept and Origin Of The Hpw Thesismentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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How to Measure the Happy-Productive Worker Thesis

Costa¹,

Oliveira²,

Ferreira³

2023

Business, Management and Economics

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“…Internal marketing has been found to have a direct or indirect effect on certain sections or aspects of the business such as reducing personnel costs, generating consumer conscious workforce, enhancing employee organizational commitment and improving service quality and customer oriented behavior (Gronroos, 1981;Gummesson, 1997;Olorunsola, Saydam, Ogunmokun & Ozturen, 2022;Pfeu et al, 1991;Wasmer & Brunner, 1991). Moreover, service quality, business performance, worker and customer gratification were improved (Capon et al, 1990;Caruana & Pitt, 1998;1997;Cilliars & Nagal, 1990;Demir, 2022;Heskett et al, 1994).…”

Section: Internal Marketing and Project Successmentioning

confidence: 99%

Leaders Makes the Project Go: An Inclusive Framework of Shared Leadership, Internal Marketing, Internal Communication, and Thriving

Kiani¹,

Shah*²

2023

NBR

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Purpose: This study intends to propose and test an inclusive framework of shared leadership, internal marketing, internal communication, thriving, and project success. Design/Methodology: Using an online survey tool, the study collected time-lagged data from 256 employees of four insurance companies. The subjects were selected using a convenience sampling technique. The theorized relations were examined using structural equation modeling in AMOS. Findings: All the theorized relationships were supported except the direct effects of internal communication and project success. In addition, thriving and project success were not found to be significant, and the mediation of thriving between shared leadership and project success was not supported. When leadership is shared among group members, it is more likely that projects will be successful. Originality: The study contributes supplementary insights to project management and leadership literature. Scholars in this domain will benefit from these findings and develop better models for projects.

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“…All these studies mentioned above have overlooked building a relationship between corporate social responsibility and consumer behavioral outcomes. Recently, scientists have tried to portray links between corporate social responsibility and marketing-associated ideas [ 11 , 12 ]. Contemporary researchers are noticing this shifting approach to CSR [ 13 ].…”

Section: Introductionmentioning

confidence: 99%

Antecedents and Consequences of Banking Customers’ Behavior towards Social Media: Evidence from an Emerging Economy

Zhang

Akbar

Tomuș

et al. 2022

Behavioral Sciences

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Due to the aggressive competitive climate in practically every sector, modern firms in the digital age confront a variety of hurdles for survival and growth. Technology, mainly digital technology, has altered global business practices. To stay ahead of their competitors, marketers need to develop new strategies that make use of digital technology. Using more conventional forms of competition will not result in spectacular outcomes. In this respect, the rise of social media is a game-changer in marketing since it provides marketers with a strategic touchpoint to engage customers with a brand. Still, it is also important to note the customer’s attitude towards social media. Previous studies have, for the most part, ignored the connection between programs involving corporate social responsibility (CSR) and positive experiences for customers. As a result, the current study intends to evaluate the relationship between customer-related CSR activities on social media, customer attitude towards social media, and consumer behavioral outcomes, such as purchase intentions (PI) and electronic word of mouth (E-WOM). Information was collected from banking customers in a developing economy and evaluated with Smart PLS 4.0. According to the findings, customer-related corporate social responsibility activities carried out on social media have an effect on attitudes toward social media, customer behavioral outcomes, such as electronic word of mouth (E-WOM), and buying intentions. The findings also show that a consumer’s feelings toward a brand can bridge the gap between customer-related CSR, E-WOM, and purchase intentions. The current study’s outcomes can help policymakers comprehend the value of CSR practices from the standpoint of marketing, which is something that most CSR researchers overlook

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

Cited by 17 publications

References 103 publications

How to Measure the Happy-Productive Worker Thesis

How to Measure the Happy-Productive Worker Thesis

Leaders Makes the Project Go: An Inclusive Framework of Shared Leadership, Internal Marketing, Internal Communication, and Thriving

Antecedents and Consequences of Banking Customers’ Behavior towards Social Media: Evidence from an Emerging Economy

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