18 pagesInternational audienceUnlike previous studies that examine the direct effect of employees' perceived corporate social responsibility (CSR) on affective organizational commitment (AOC), this article examines a mediated link through organizational trust and organizational identification. Social exchange and social identity theory provide the foundation for predictions that the primary outcomes of CSR initiatives are organizational trust and organizational identification, which in turn affect AOC. The test of the research model relies on data collected from 378 employees of local and multinational companies in South Asia, as well as structural equation modeling to test the postulated relationships. Both organizational trust and organizational identification fully mediate the CSR-AOC link. However, the identification mechanism is significantly stronger than the trust mechanism in terms of building AOC from CSR. Out of four CSR components, CSR toward employees is the strongest predictor of employees' trust, identification, and AOC, followed by CSR toward community, whereas CSR toward the environment has no effect. Finally, CSR toward community and employees are more associated with social exchange, whereas CSR toward consumers relates more to the social identity process
This empirical study of commercial banking relationships in France demonstrates that, despite the current emphasis on new technology, contact personnel remain important for the success of professional business‐to‐business services. When account managers are changed, the business clients feel that their relationship with the bank is weaker and they judge the bank to be less client oriented. More important for the bank’s future profitability is the finding that changing account managers is negatively associated with the bank’s external effectiveness, as measured by the client’s judgement of satisfaction and service quality, by their purchase intentions and by their willingness to recommend the bank. Also, the business clients who change account managers express a greater likelihood of switching banks. In addition, the study points out the divergence between the transactional sales approach of the bank and the relational perspective of the business client. Commercial banks tend to overestimate both the degree to which they are client oriented and the benefits of technology as a substitute for human interactions with their business clients.
The bottom of the pyramid (BoP) refers to markets that serve some of the poorest individuals on the planet. Many multinational corporations contend that they are implementing BoP marketing strategies while selling products targeted to the very poor in developing countries. There are significant differences across marketing strategies directed at BoP consumers, from merely adapting an existing product to the development of an innovative product strategy integrating explicit fair and inclusive growth at the local community level. It is possible to distinguish mere international marketing strategies from genuine BoP strategies, as an analysis of three case studies shows: Nestlé operations in the Central and West African region, and Danone and Procter & Gamble operations in Egypt. Studying the characteristics of the diverse marketing strategies that these firms target to BoP consumers leads to a classification of five types of BoP marketing strategies. The tool presented here will help management understand what a genuine BoP marketing strategy should be and how to improve current marketing practices to include BoP corporate social responsibility principles. © 2014 Wiley Periodicals, Inc.
This paper has four purposes. First, it points out and explains why the Market‐type culture, is not the culture type most conducive to business performance. This Market‐type culture reflects mainly a Transactional approach to the market rather than a longer term Relational approach to clients. Second, a modification of the CVM is presented which forces the respondents to weigh the value their firm places on the client or customer compared with the other competing values in the model. This modified version can be used to describe organizational cultures which are more Relational or Transactional in nature. Third, an empirical study of commercial banking relationships in France indicated that business effectiveness was greater when both parties in the exchange (account manager and business client) perceived their respective organizations to be Relational‐type cultures. Conversely, the worst business performance was found when both organizations had Transactional‐type cultures. Fourth, the managerial implications of the paper are discussed in the context of commercial banking.
An analysis of how Entrepreneurs du Monde, a nongovernmental organization, transformed its operations in Burkina Faso into a social enterprise highlights the actions that organizations can take to improve the sustainability, as well as the social and economic value, of their operations in bottom‐of‐the‐pyramid markets. Using the business model canvas, the study shows how the business model of the Save for a Stove development program changed as it became Nafa Naana, an independent social enterprise that shifted an original focus on social goals toward a dual focus on social and economic objectives. In effect, Entrepreneur du Monde acted as an incubator for Nafa Naana, allowing it to develop its key competencies through its partnerships with local suppliers, producers, and distributors, and to access the knowledge and financial resources needed to ensure its sustainability in the long term.
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