A Model of organic Consumption

The purpose of this study is to conceptualize organic consumption that applies to a wide range of consumer product categories, including food, household items, and fiber products. The conceptual model will include dimensions that shape the environmental risk and efficacy perceptions and their relationships with organic consumption

Establishing Loyalty from Consumers’ CSR Perception toward the Restaurants Offering Nutritional Information

AbstractThis study investigated the influence of consumers’ corporate social responsibility (CSR) perception of the restaurants that offer nutritional information on their menu on customer satisfaction and loyalty to the restaurants and the mediating roles of brand trust and customer satisfaction in the picture. A SEM technique was used to analyze 360 responses collected from a survey in the US. The findings implicate that brand trust in the restaurant is a major benefit for the restaurants from offering nutritional information, yet customer satisfaction seems to be a necessary condition to establish loyalty at the same time.Abstract This study investigated the influence of consumers’ corporate social responsibility (CSR) perception of the restaurants that offer nutritional information on their menu on customer satisfaction and loyalty to the restaurants and the mediating roles of brand trust and customer satisfaction in the picture. A SEM technique was used to analyze 360 responses collected from a survey in the US. The findings implicate that brand trust in the restaurant is a major benefit for the restaurants from offering nutritional information, yet customer satisfaction seems to be a necessary condition to establish loyalty at the same time

Corporate responsibility, supply chain partnership and performance: An empirical examination

This is the post-print version of the final paper published in International Journal of Production Economics. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2012 Elsevier B.V.Unlike corporate and business levels, there is little research examining corporate responsibility (CR) at the functional level of the firm including supply chain strategy. The results of a firm-level survey show that CR internal awareness, and monitoring CR performance are positively related to the supply chain partnership approach, however sharing CR best practices is negatively associated. Furthermore, the impact of CR on firm performance is mediated by the functional behaviour of supply chain partnership formation. Our study provides support for including CR awareness building and monitoring in the development of partnerships but cautions against imposing CR best practices on suppliers

Stakeholders’ responses to CSR tradeoffs:SWhen other-orientation and trust trump material self-interest

When investing in corporate social responsibility (CSR), managers may strive for a win-win scenario where all stakeholders end up better off, but they may not always be able to avoid trading off stakeholders’ interests. To provide guidance to managers who have to make tradeoffs, this study used a vignette-based experiment to explore stakeholders’ intention to associate with a firm (i.e., buy from or become an employee) that trades off CSR directed at the stakeholders’ own group (self-directed CSR) and CSR directed at another stakeholder group (other-directed CSR). Results show that stakeholders were not systematically more attracted to a firm that favors their own group over another stakeholder group. Specifically, stakeholders’ other-orientation moderated their reaction to tradeoffs: stakeholders higher on other-orientation were willing to forego some material benefits to associate with a firm that treated suppliers in developing countries significantly better than its competitors, whereas stakeholders lower on other-orientation were more attracted to a firm favoring their own stakeholder group. Other-orientation also moderated reactions to tradeoffs involving the environment, although high CSR directed at the environment did not compensate for low self-directed CSR even for stakeholders higher on other-orientation. Second, the vignette study showed that trust mediated the relationship between tradeoffs and stakeholders’ reactions. The study contributes first and foremost to the burgeoning literature on CSR tradeoffs and to the multimotive approach to CSR, which claims that other motives can drive stakeholders’ reactions to CSR in addition to self-interest. First, it provides further evidence that studying CSR tradeoffs is important to understand both (prospective) employees’ and customers’ reactions to CSR-related activities. Second, it identifies other-orientation as a motive-related individual difference that explains heterogeneity in stakeholders’ reactions to CSR. These findings suggest several avenues for future research for organizational psychologists interested in organizational justice. Third, it investigates trust as a mediating mechanism. Fourth, it reveals differences in stakeholders’ reactions depending on which other stakeholder group is involved in the tradeoff. For practice, the findings suggest that tradeoffs are important because they influence which stakeholders are attracted to the firm

Can Big Data and Predictive Analytics Improve Social and Environmental Sustainability?

Although literature indicates that big data and predictive analytics (BDPA) convey a distinct organisational capability, little is known about their performance effects in particular contextual conditions. Grounding our investigation in the dynamic capability views and organisational culture and based on sample of 205 Indian manufacturing organisations, we empirically investigate the effects of BDPA on social performance (SP) and environmental performance (EP) using variance based structural equation modelling (i.e. PLS). We find that BDPA has significant impact on SP/EP. However, we did not find evidence for moderating role of flexible orientation and control orientation in the links between BDPA and SP/EP. Our findings offer a more nuanced understanding of the performance implications of BDPA, thereby addressing the crucial questions of how and when BDPA can enhance social/environmental sustainability in supply chains

A Model of organic Consumption

The purpose of this study is to conceptualize organic consumption that applies to a wide range of consumer product categories, including food, household items, and fiber products. The conceptual model will include dimensions that shape the environmental risk and efficacy perceptions and their relationships with organic consumption.</p

Public pressure against sweat shops as perceived by top‐management of apparel and footwear companies

PurposePublic pressure has been recognized as one of the most forceful factors underlying change in sweat shop conditions in the industry. The purpose of this study is to investigate the level of public pressure perceived by top managers of US clothing and footwear firms and to examine effects of individual and organizational factors that may differentiate the level of perception.Design/methodology/approachData were obtained through a mail survey, with a total of 96 cases included in the analyses.FindingsResults of a series of t‐tests revealed statistically significant influence of firm size, tenure, and firm ownership type on perceived public pressure for fair labor practices, while gender, age, education, business type, and percentage of foreign‐sourced merchandise were not found to be statistically significantly related to perceptions of public pressure.Research limitations/implicationsThe findings warn that the current public pressure is toward certain types of firms and their managements. Small and private firms that form the majority of the clothing and footwear sector need to be exposed to the pressure. Data consisted of a portion from a larger scale survey and may not represent a random sample. Further investigations could identify top‐management's strategic actions and social performance of the firm as a response to such pressure.Originality/valueManagerial perception of social pressure is likely to initiate social actions undertaken by the firms. The findings of the study produced valuable further discussions on the current states and directions of managerial reactions to the sweat shop issues.</jats:sec