Corporate social responsibility (CSR) activities have been shown to be potential factors that can improve corporate image and increase the ability of corporations to compete. However, most previous studies related to CSR activities investigated how these activities influence product and corporate evaluation, as well as corporate image. In addition, some researchers treated consumers’ perceptions of corporate motives as moderator variables in evaluating the relationship between corporate social responsibilities and consumer response. However, motive‐based theories have some weaknesses. Corporate social responsibility activities cause two motives(egoistic vs. altruistic) for consumers, but recently, Vlachos et al. (2008) argued that these motives should be segmented. Thus, it is possible to transform the original theory into a modified theory model (persuasion knowledge model, PKM). Vlachos et al. (2008) segmented corporate social responsibility motives into four types and compared the effects of these motives on customer loyalty. Prior studies have proved that CSR activities with positive motives have positive influences on customer loyalty. However, the psychological reasons underlying this finding have not been determined empirically. Thus, the objectives of this research are twofold. First, we attempt to determine why most customers favor companies that they feel have positive motives for their corporate social responsibility activities. Second, we attempt to measure the effects of consumers’ reciprocity when society benefits from corporate social responsibility activities.
The following research hypotheses are constructed. H1: Values‐driven motives for corporate social responsibility activities have a positive influence on the perceived reciprocity. H2: Stakeholder‐driven motives for corporate social responsibility activities have a negative influence on the perceived reciprocity. H3: Egoistic‐driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H4: Strategic‐driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H5: Perceived reciprocity for corporate social responsibility activities has a positive influence on consumer loyalty. A single company is selected as a research subject to understand how the motives behind corporate social responsibility influence consumers’ perceived reciprocity and customer loyalty. A total sample of 200 respondents was selected for a pilot test. In addition, to ensure a consistent response, we ensured that the respondents were older than 20 years of age. The surveys of 172 respondents (males‐82, females‐90) were analyzed after 28 invalid questionnaires were excluded.
Based on our cutoff criteria, the model fit the data reasonably well. Values‐driven motives for corporate social responsibility activities had a positive effect on perceived reciprocity (t = 6.75, p < .001), supporting H1. Morales (2005) also found that consumers appreciate a company’s social responsibility efforts and the benefits provided by these efforts to society. Stakeholder‐driven motives for corporate social responsibility activities did not affect perceived reciprocity (t = ‐.049, p > .05). Thus, H2 was rejected. Egoistic‐driven motives (t = ‐3.11, p < .05) and strategic‐driven (t = ‐4.65, p < .05) motives had a negative influence on perceived reciprocity, supporting H3 and H4, respectively. Furthermore, perceived reciprocity had a positive influence on consumer loyalty (t = 4.24, p < .05), supporting H5. Thus, compared with the general public, undergraduate students appear to be more influenced by egoistic‐driven motives.
We draw the following conclusions from our research findings. First, value‐driven attributions have a positive influence on perceived reciprocity. However, stakeholder‐driven attributions have no significant effects on perceived reciproc...
Corporate social responsibility (CSR) activities have been shown to be potential factors that can improve corporate image and increase the ability of corporations to compete. However, most previous studies related to CSR activities investigated how these activities influence product and corporate evaluation, as well as corporate image. In addition, some researchers treated consumers’ perceptions of corporate motives as moderator variables in evaluating the relationship between corporate social responsibilities and consumer response. However, motive‐based theories have some weaknesses. Corporate social responsibility activities cause two motives(egoistic vs. altruistic) for consumers, but recently, Vlachos et al. (2008) argued that these motives should be segmented. Thus, it is possible to transform the original theory into a modified theory model (persuasion knowledge model, PKM). Vlachos et al. (2008) segmented corporate social responsibility motives into four types and compared the effects of these motives on customer loyalty. Prior studies have proved that CSR activities with positive motives have positive influences on customer loyalty. However, the psychological reasons underlying this finding have not been determined empirically. Thus, the objectives of this research are twofold. First, we attempt to determine why most customers favor companies that they feel have positive motives for their corporate social responsibility activities. Second, we attempt to measure the effects of consumers’ reciprocity when society benefits from corporate social responsibility activities.
The following research hypotheses are constructed. H1: Values‐driven motives for corporate social responsibility activities have a positive influence on the perceived reciprocity. H2: Stakeholder‐driven motives for corporate social responsibility activities have a negative influence on the perceived reciprocity. H3: Egoistic‐driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H4: Strategic‐driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H5: Perceived reciprocity for corporate social responsibility activities has a positive influence on consumer loyalty. A single company is selected as a research subject to understand how the motives behind corporate social responsibility influence consumers’ perceived reciprocity and customer loyalty. A total sample of 200 respondents was selected for a pilot test. In addition, to ensure a consistent response, we ensured that the respondents were older than 20 years of age. The surveys of 172 respondents (males‐82, females‐90) were analyzed after 28 invalid questionnaires were excluded.
Based on our cutoff criteria, the model fit the data reasonably well. Values‐driven motives for corporate social responsibility activities had a positive effect on perceived reciprocity (t = 6.75, p < .001), supporting H1. Morales (2005) also found that consumers appreciate a company’s social responsibility efforts and the benefits provided by these efforts to society. Stakeholder‐driven motives for corporate social responsibility activities did not affect perceived reciprocity (t = ‐.049, p > .05). Thus, H2 was rejected. Egoistic‐driven motives (t = ‐3.11, p < .05) and strategic‐driven (t = ‐4.65, p < .05) motives had a negative influence on perceived reciprocity, supporting H3 and H4, respectively. Furthermore, perceived reciprocity had a positive influence on consumer loyalty (t = 4.24, p < .05), supporting H5. Thus, compared with the general public, undergraduate students appear to be more influenced by egoistic‐driven motives.
We draw the following conclusions from our research findings. First, value‐driven attributions have a positive influence on perceived reciprocity. However, stakeholder‐driven attributions have no significant effects on perceived reciprocity...
분석정보
연월일 | 이력구분 | 이력상세 | 등재구분 |
---|---|---|---|
2027 | 평가예정 | 재인증평가 신청대상 (재인증) | |
2021-01-01 | 평가 | 등재학술지 유지 (재인증) | KCI등재 |
2018-01-01 | 평가 | 등재학술지 유지 (등재유지) | KCI등재 |
2015-01-01 | 평가 | 등재학술지 유지 (등재유지) | KCI등재 |
2011-09-28 | 학회명변경 | 영문명 : Korean Academy Of Marketing Science -> Korean Scholars of Marketing Science | KCI등재 |
2011-09-27 | 학술지명변경 | 한글명 : Journal of Global Academy of Marketing Science(마케팅과학연구) -> Journal of Global Scholars of Marketing Science(마케팅과학연구) | KCI등재 |
2011-01-01 | 평가 | 등재학술지 유지 (등재유지) | KCI등재 |
2010-05-20 | 학술지명변경 | 한글명 : 마케팅과학연구 -> Journal of Global Academy of Marketing Science(마케팅과학연구)외국어명 : Journal of Global Academy of Marketing Science -> 全球营销科学学报 | KCI등재 |
2009-01-01 | 평가 | 등재학술지 유지 (등재유지) | KCI등재 |
2008-02-27 | 학술지명변경 | 외국어명 : Journal of Korean Academy of Marketing Science -> Journal of Global Academy of Marketing Science | KCI등재 |
2006-01-01 | 평가 | 등재학술지 선정 (등재후보2차) | KCI등재 |
2005-01-01 | 평가 | 등재후보 1차 PASS (등재후보1차) | KCI후보 |
2003-07-01 | 평가 | 등재후보학술지 선정 (신규평가) | KCI후보 |
기준연도 | WOS-KCI 통합IF(2년) | KCIF(2년) | KCIF(3년) |
---|---|---|---|
2016 | 0.7 | 0.7 | 0.77 |
KCIF(4년) | KCIF(5년) | 중심성지수(3년) | 즉시성지수 |
0.74 | 0.69 | 1.385 | 0.03 |
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