CSR motivation and customer extra-role behavior: Moderation of ethical corporate identity

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dc.authoridKaraosmanoglu, Elif/0000-0002-2056-3885|ALTINIGNE, NESENUR/0000-0002-9824-1763|IŞIKSAL, Didem Gamze/0000-0002-6009-9271;
dc.authorwosidKaraosmanoglu, Elif/N-9435-2013
dc.authorwosidIsiksal, Didem/AAQ-6861-2021
dc.authorwosidALTINIGNE, NESENUR/AAB-6797-2020
dc.authorwosidIŞIKSAL, Didem Gamze/M-4774-2017
dc.authorwosidALTINIGNE, NESENUR/D-6367-2017
dc.contributor.authorKaraosmanoglu, Elif
dc.contributor.authorAltinigne, Nesenur
dc.contributor.authorIsiksal, Didem Gamze
dc.date.accessioned2024-07-18T20:42:45Z
dc.date.available2024-07-18T20:42:45Z
dc.date.issued2016
dc.departmentİstanbul Bilgi Üniversitesien_US
dc.description.abstractThis study investigates the relationship between corporate social responsibility (CSR) motives and customer extra-role behavior in an emerging market context. It examines the moderating role of ethical corporate identity on this relationship in two replicated scenario-based experiments in two different contexts (i.e. high CSR fit vs. low CSR fit). Both studies assess whether the attributions of consumers about a firm's CSR motivation (i.e. firm-serving vs. public serving) change their extra-role behavior (e.g. making suggestions related to product or service improvement, taking part in company surveys and activities, defending companies against negative reactions, making recommendations to others) toward that company if it expresses its ethical identity. Study I takes place in a company-locus/CSR initiative high-fit context; and Study II replicates it in a company-locus/CSR initiative low-fit context. The results demonstrate that regardless of the CSR fit contexts, CSR activities improve customer extra-role behavior with-in the firm-serving motivation condition when a company is known for its ethical stance before CSR activities. However, they are ineffective when a company's ethical visibility is implicit even in the public-serving motivation situation. These outcomes indicate that expressing a company's ethical standing prior to CSR activities would be a beneficial strategy for companies in emerging markets. (C) 2016 Elsevier Inc. All rights reserved.en_US
dc.identifier.doi10.1016/j.jbusres.2016.03.035
dc.identifier.endpage4167en_US
dc.identifier.issn0148-2963
dc.identifier.issn1873-7978
dc.identifier.issue10en_US
dc.identifier.scopus2-s2.0-84983680238en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage4161en_US
dc.identifier.urihttps://doi.org/10.1016/j.jbusres.2016.03.035
dc.identifier.urihttps://hdl.handle.net/11411/7409
dc.identifier.volume69en_US
dc.identifier.wosWOS:000381533000025en_US
dc.identifier.wosqualityQ1en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherElsevier Science Incen_US
dc.relation.ispartofJournal of Business Researchen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectEthical Corporate İdentityen_US
dc.subjectCsr Motivationen_US
dc.subjectCustomer Extra-Role Behavioren_US
dc.subjectCsr Fiten_US
dc.subjectSocial-Responsibility Csren_US
dc.subjectFirm Performanceen_US
dc.subjectBranden_US
dc.subjectManagementen_US
dc.subjectCompanyen_US
dc.subjectIdentificationen_US
dc.subjectWorken_US
dc.subjectBaden_US
dc.titleCSR motivation and customer extra-role behavior: Moderation of ethical corporate identityen_US
dc.typeArticleen_US

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