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In the face of the growing prevalence of multiple appeals to sustainable consumption in marketers’ sustainable product communications, we examine the efficacy, in terms of consumer reactions, of adding an extrinsic appeal (e.g., “Purchase this green product to save money!”) to an intrinsic appeal (e.g., “Purchase this green product to save the environment!”) based communication for a sustainable product. Three studies provide support for our basic assertion that, compared to an intrinsic appeal, joint appeals (i.e., an intrinsic and extrinsic appeal together) reduce consumer preference for sustainable products. As well, these studies demonstrate that this adverse effect of joint appeals is based on a lowering of consumers’ attributions of the company's sustainability efforts to intrinsic motives (e.g., to the company's genuine concern for the environment). Finally, not all consumers react adversely to joint appeals; relative to intrinsic appeals, such appeals increase, rather than decrease, the intrinsic attributions and sustainable product preferences for consumers with lower involvement with sustainable consumption.

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Recent marketing research has identified mixed effects of luxury companies’ corporate social responsibility (CSR) engagement on customer-level outcomes. To gain a better understanding of these effects, we develop a conceptual framework in which we propose that, unless carefully implemented, CSR engagement leads to lower financial performance, decreased customer loyalty, and elevated extrinsic CSR attributions for luxury companies. These effects are exacerbated if consumers actively deliberate on the company’s CSR efforts. However, luxury companies can mitigate these pitfalls and reap the potential rewards of CSR engagement by (1) engaging in company-internal, especially employee-focused CSR instead of company-external, philanthropic CSR or (2) framing their brands as sustainable instead of exclusive. We find consistent support for our theorizing in five empirical studies. The results contribute to existing knowledge on stakeholder reactions to luxury brands’ CSR and can help managers successfully navigate the implementation of CSR in luxury contexts.

Digitalization is leading to profound changes in our private and work lives. New technologies are pervasive and create opportunities for new business models and lifestyles. Recently, the term “Corporate Digital Responsibility” has been coined to summarize the emerging responsibilities of corporations relating to their digitalization-related impacts, risks, challenges, and opportunities. The paper at hand reviews the topic of CDR using a multi-step approach. First, results from an opinion poll of 509 US-based respondents are reported which illustrate the perceived opportunities and threats associated with the topic of digitalization, underlining the need for a strategic approach to CDR implementation. Second, existing uses and definitions of the CDR terminology are summarized and a definition of CDR is derived. Third, twenty important topics related to CDR are identified, summarized and categorized into three categories using the ESG (Environmental, Social, Governance) framework. Finally, results are discussed with regards to their theoretical and managerial contributions and a hands-on guide which companies can use to implement a suitable CDR strategy is presented.

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This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made. AbstractRecently, calls have grown louder for more stakeholder democracy that is, letting stakeholders participate in the process of organizing, decision-making, and governance in corporations, especially in the area of Corporate Social Responsibility (CSR) activities. Despite the relevance of the subject, the impact of customer involvement in CSR on their company-related attitudes and behaviors still represents a major research void. The paper at hand develops a conceptual framework of consumer involvement in CSR based on the existing literature, theories of stakeholder democracy, and organizational boundaries as well as drawing from the qualitative focus group interviews (N = 24). The framework is tested on a large scale, two-time point field-experimental study (N = 3,397). More specifically, consumer reactions to three degrees of customer involvement (i.e., information, feedback, and dialogue) are tested in two different CSR domains (i.e., company-internal business process vs. companyexternal philanthropic CSR). Results indicate that the customer involvement in CSR has a more beneficial effect in terms of strengthening customer outcomes in CSR domains that directly affect external stakeholders of the company (i.e., philanthropic CSR) than in domains that mainly concern company-internal stakeholders (i.e., business process CSR). | 511EDINGER-SCHONS Et al.

This paper examines the effects of employees’ sense that they work for a purpose-driven company on their workplace sustainability behaviors. Conceptualizing corporate purpose as an overarching, relevant, shared ethical vision of why a company exists and where it needs to go, we argue that it is particularly suited for driving employee sustainability behaviors, which are more ethically complex than the types of employee ethical behaviors typically examined by prior research. Through four studies, two involving the actual employees of construction companies, we demonstrate that purpose drives the sustainability behaviors of employees by causing them to take psychological ownership of sustainability. In addition, we show that the sustainability-enhancing effect of purpose is stronger when employees perceive that they have higher autonomy in enacting their sustainability actions and for those employees for whom being moral is more central to their sense of self.