This research relied on a field experiment involving a real-world instance of corporate philanthropy to shed light on both the scope and limitations of the strategic returns to corporate social responsibility (CSR). In particular, the authors demonstrate that the impact of CSR in the real world is not only less pervasive than has been previously acknowledged but also more multifaceted than has been previously conceptualized. The findings indicated that contingent on CSR awareness, which was rather low, stakeholders did react positively to the focal company not only in the consumption domain but in the employment and investment domains as well. Stakeholder attributions regarding the genuineness of the company’s motives moderated these effects.

corporate citizenship, corporate social responsibility, relationship marketing, stakeholder management,

Corporate social responsibility, customer orientation, and the job performance of frontline employees ESMT Working Paper,

[Excerpt] This year's Stakeholder Marketing Conference was hosted by Boston University in partnership with The Aspen Institute and the Marketing Science Institute. Consortium members included leading scholars of business as well as senior practitioners who were tasked with pushing scholarly debate in marketing to include often neglected stakeholders (i.e. employees, investors, society at large, and regulators). Building on the previous year's conference in Aspen, Colorado, the conference focused on the complexities of marketing to different stakeholders and the difficult role of managing the often divergent interests of multiple stakeholders.

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