This research seeks to address a void in the literature by exploring both individual and organizational attributes that associate with customer engagement. At the individual level, it builds a chain of relationship leading from customer engagement to attitudinal and behavioral loyalties through impulsive behaviors; and at the organizational level, it purports a cross-level influence from the service environment and brand equity on this relationship chain. Drawing on two independent surveys, results reveal that the service environment emanates direct and moderating effects on customer engagement, while brand equity exerts moderating effects only on certain loyalty attributes. The proposed model thus offers new insights into how research could synthesize both individual and organizational factors, thus enabling better understanding of the role of customer engagement.
Highlights
This study unravels the coherence between the impacts of the COVID-19 crisis and CSR that work in tandem to alleviate stakeholders’ plight.
It further explores the crisis-fostering environment and how organizations respond to the different phrases of a crisis.
It improvises the CSR-as-process view to highlight the time-variant dynamic nature of CSR development over the course of major disruption.
It develops a new model that illustrates the coevolution of CSR in light of extenuating circumstances stakeholders face.
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