Currently, a lack of consensus exists in the literature on the link between performance and corporate social responsibility disclosure (CSRD). A meta-analysis was carried out to shed light on this controversial topic, using the ABI/Inform Complete and EconLit databases as search tools. To isolate articles with substantive, methodological relevance, various filters were used. In addition to other criteria, all articles had to contain certain keywords related to the study’s variables and at least one of the seven keywords indicating empirical data analysis. As a result of this procedure, the meta-analysis included only 95 articles. To process the sample, we employed the procedure developed by Hunter and Schmidt. The results show that the CSRD-performance relationship is not significant enough for practical purposes. However, an analysis of moderating variables revealed that the connection becomes of practical importance when moderated by three key variables: region, type of disclosure, and measures of organization size. This research’s findings make a significant contribution by clarifying the links between CSRD and performance and identifying which variables can explain the diverse results of previous research. Regarding limitations, the meta-analysis was subject to the availability of published research and included only studies that reported Pearson correlation coefficients and standardized beta coefficients.

The study employs partial least squares structural equation modelling (PLS-SEM) to examine cross-sector social partnership success in the context of Spanish business (N=102). Proposing the development of second-order models, the research identifies the role of relational factors that directly and indirectly affect partnership success. The study demonstrates that to increase partnership success it is essential for socially responsible businesses to share the same values with their nonprofit partners, thus contributing to trust and commitment and effectively enhancing relational effects. Employing relational factors for the conceptualisation of partnership success contributes an empirical quantitative process perspective that associates success with value creation processes.

Please cite this article in press as: Barroso-Méndez, M.J., et al., Proposal of a social alliance success model from a relationship marketing perspective: A meta-analytical study of the theoretical foundations. BRQ Bus. Res. Q. (2014), http://dx.

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Social alliances have become a mechanism that businesses and nongovernmental organizations (NGOs) have adopted in order to work together to address complex social problems that neither sector alone has the knowledge and resources needed to deal with appropriately. In combining the 2 different perspectives, these partnerships can create mutual value. Many such alliances have, however, been unsuccessful. The present work focuses on designing a theoretical model of successful partnerships between businesses and NGOs constructed within the perspective of relationship marketing-a theory that is found to be well suited to setting up and maintaining successful, long-term, relational exchanges.

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Many variables can influence consumer's purchase behavior in general, and attitudes towards Cause-Related Marketing (CRM) in particular. In this study, our aim is to analyze the possible relationship between attitudes toward CRM and purchase intention according to the product type involved in a CRM campaign. We analyzed a sample of 456 consumers and performed a correlation analysis. Results show there are significant positive relationships between attitudes toward CRM and purchase intention according to the product type, with particular relevance in utilitarian products.

Nongovernmental development organizations (NGDOs) have traditionally enjoyed notable recognition and visibility within the field of nonprofit organizations. However, the situation of this sector is problematic in its need to respond to various threats whether programmatic, financial, or of social legitimacy. This study poses as a hypothesis that market orientation, as a management philosophy which many NGDOs could adopt, may be fundamental for them to deal successfully with the challenges they face. An analysis of the literature on market orientation in the nonprofit sector showed that the existing models of market orientation did not adequately capture NGDOs’ real working context, thus recommending a broader market approach based on proposals oriented to the stakeholder and to social aspects. For this reason, the objective of the study was to create a scale of market orientation adapted to the reality of the work of NGDOs. Analysis of a sample of 104 Spanish entities allowed an eight-factor market orientation scale for NGDOs to be created and validated, which reached optimal values of reliability and validity.