The Effect of Corporate Social Responsibility on Customer Donations to Corporate-Supported Nonprofits

Abstract

Both theory and recent research evidence suggest that a corporation's socially responsible behavior can positively affect consumers' attitudes toward the corporation. The effect occurs both directly and indirectly through the behavior's effect on customer-corporation identification. The authors report the results of four studies designed to replicate and extend these findings. Using a field survey design, Study 1 provides evidence that perceived corporate social responsibility affects not only customer purchase behavior through customer-corporate identification but also customer donations to corporate-supported nonprofit organizations. Using experimental designs, Studies 2 and 3 replicate and extend the Study 1 findings by providing additional evidence for the mediating role of customer-corporate identification on the relationship between corporate social responsibility and customer donations. However, the combined results of Studies 2 and 3 also show that because of a "perceived opportunity to do good" by supporting a company that is changing its ways, consumers are more likely to donate to a corporatesupported nonprofit when the corporation has a weaker historical record of socially responsible behavior. Finally, Study 4 tests the relationship between the nonprofit domain and the domain of the corporation's socially responsible behavior as a boundary condition for this effect.

The impact of corporate social responsibility on customer attitudes and retention—the moderating role of brand success indicators

“…In line with previous literature (e.g., Ailawadi et al 2014;Lichtenstein et al 2004), we expect perceived CSR to affect customer attitudes, with the effect on retention being largely mediated by customer attitudes. Building on this assumption, we mainly elaborate on the second research question in our discussion of theory and conceptual development.…”

How corporate social responsibility can effect on the consumers` attitude and behavior?: a conceptual study

“…It perceived that corporate social responsibility is positively impact on consumers behavior and attitude because when any company works on CSR that impress consumers because consumers feel that the company should care for consumers and that's why they work for consumers benefits. The CSR is being considered as a showcasing methodology, which adds to the information of administrators and gives more extensive advantages to their organizations (Lichtenstein et al, 2004) by improving an image and building a corporate brand value. The directions in understanding the effect of CSR in fortifying the association with consumers.…”

“…Amid to most recent time purchasers progressively anticipate that organizations will make a more extensive commitment to society (Dolnicar and Pomering, 2007). Hence, professional social promotional activities, for example, CSR exercises can be a business sector separating system (McWilliams and Siegel, 2001) which may bring out a mixture of game changers (Lichtenstein et al, 2004;Maignan and Ferrell, 2001). They contended that the public is a play area wherever production exercises the working hence the societal hobbies are of concern to organizations and firms.…”

“…Various consumers consider CSR information for getting (Bhattacharya and Sen, 2004). Consequently, CSR can be a plausible progression strategy that prompts more broad association of focal points like speedy buy conduct (Bronn and Vrioni, 2001;Lichtenstein et al, 2004). Most of the studies exhibited that CSR can assemble obtaining conduct through three essential impacts.…”

“…The CSR is found game changer for the organizations (Hart, 1995;Shrivastava, 1995) in light of the fact that it improves firms' notoriety which brings about positive practices of diverse partner (Brown and Dacin, 1997). The organizations, consequently, spending huge amount of funds on different CSR related activities, for example, magnanimity, natural assurance, reason related showcasing, and group inclusion (Lichtenstein et al, 2004). A couple of analysts (i.e.…”