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The article explores the nature of corporate citizenship and its relevance for marketing practitioners and academic researchers. Specifically, a conceptualization and operationalization of corporate citizenship are first proposed. Then, an empirical investigation conducted in two independent samples examines whether components of an organization's culture affect the level of commitment to corporate citizenship and whether corporate citizenship is conducive to business benefits. Survey results suggest that market-oriented cultures as welt as humanistic cultures lead to proactive corporate citizenship, which in turn is associated with improved levels of employee commitment, customer loyalty, and business performance. The results point to corporate citizenship as a potentially fruitful business practice both in terms of internal and external marketing. Recent survey findings reveal that 88 percent of consumers are more likely to buy from a company that is socially responsible (Smith 1996), while 76 percent of them would switch to brands or stores that show concern about the community (Jones 1997). This consumer trend encourages companies to provide benefits to their various publics beyond those resulting directly from their core

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Purpose -To provide a comprehensive managerial framework to understand and provide a well balanced and integrated stakeholder orientation for implementing corporate social responsibility in marketing. Design/methodology/approach -Many published articles provide significant findings related to narrow dimensions of stakeholder orientation in marketing. This article utilizes existing knowledge on this topic to support a methodology to implement a well-integrated corporate social responsibility program that encompasses marketing. Findings -The findings provide a grounded framework based on previous research that provides a step-by-step approach for implementing corporate social responsibility from a marketing perspective.Research limitations/implications -The framework developed in this paper provides an opportunity to examine to what extent the step-by-step methodology has been implemented in organizations as well as alternative approaches for implementation. Practical implications -This is a managerial guide for using a stakeholder model for implementing social responsibility in marketing. Originality/value -This paper fulfils a need for advancing knowledge on implementing social responsibility in marketing and provides a practical framework for managers who desire to implement social responsibility.

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Confronted with increasing pressures to limit government spending on social welfare, more and more public policy makers welcome the growing social involvement of corporations. Yet, inasmuch as corporate citizenship may be desirable for society as a whole, it is unlikely to be embraced by a large number of organizations unless it is associated with concrete business benefits. This paper presents past findings and proposes future research directions useful for understanding the potential value of corporate citizenship as a marketing tool. Specifically, after examining the nature of corporate citizenship, the paper discusses its potential impact, first on consumers, then on employees. Two conceptual frameworks are introduced to guide research on the value of corporate citizenship in terms of external and internal marketing respectively.

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Drawing on the marketing orientation and stakeholder literature streams, the authors define the concepts of market orientation (MO) and stakeholder orientation (SO) to explore their potential contribution to marketing. They discuss the potential contribution of each construct along with the similarities and differences that could be significant for marketing strategy. The MO construct focuses on customers and competitors and indirectly on other stakeholder groups. The SO construct does not designate any stakeholder group as more important than another, and the prioritization of stakeholders may change depending on the issue. As such, SO is more contingency based and is a function of contextual aspects surrounding the organization. The SO and MO constructs are not mutually exclusive; there is some overlap between them. The authors suggest further research to explore the most appropriate construct for firms to consider.