A stakeholder model for implementing social responsibility in marketing

Maignan, Isabelle; Ferrell, O. C.; Ferrell, Linda

doi:10.1108/03090560510610662

Cited by 534 publications

(507 citation statements)

References 63 publications

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“…Thus, this theory suggests that actual or potential visitors also need to be involved and value a destination's sustainability policies and initiatives to adequately implement sustainable practices in the long-term [36,37].…”

Section: Sustainability Of Tourismmentioning

confidence: 99%

“…Based on the dimensions of sustainability, destinations should ensure input and align its responsibilities with demands of all stakeholders [35,36]. A stakeholder is defined as "any group or individual who can affect or is affected by" the attainment of tourism development [35] (p. 46).…”

Section: Sustainability Of Tourismmentioning

confidence: 99%

“…Stakeholder theory focuses on multiple parties involved in the tourism development process (e.g., tourists, residents, entrepreneurs, and local government officials). Each legitimate individual or group participates in tourism development related activities to obtain benefits [36]. Basically, the key purpose in tourism development is to co-ordinate stakeholder interests [35].…”

Section: Sustainability Of Tourismmentioning

confidence: 99%

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International Tourists’ Perceived Sustainability of Jeju Island, South Korea

2017

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This study investigated the causal relationships between international tourists' perceived sustainability of Jeju Island, South Korea and environmentally responsible behavior, revisit intention, and positive word-of-mouth communication. Perceived sustainability was employed as a multidimensional construct comprised of economic, cultural, and environmental aspects. Data were collected from international tourists that visited Jeju Island. The results indicated that environmentally responsible behavior was influenced positively by cultural sustainability, and negatively by environmental sustainability. Revisit intention and positive word-of-mouth communication were significantly affected by the three dimensions of sustainability. Based on the findings, associated implications were suggested for sustainable destination management of Jeju Island.

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Section: Sustainability Of Tourismmentioning

confidence: 99%

Section: Sustainability Of Tourismmentioning

confidence: 99%

Section: Sustainability Of Tourismmentioning

confidence: 99%

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International Tourists’ Perceived Sustainability of Jeju Island, South Korea

2017

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“…This paper contends that the development of the role of the CSR implementation manager can give life to the various frameworks for implementing CSR (c.f. Maignan et al 2005;O'Riordan and Fairbrass 2008;Maon et al 2008Maon et al , 2009Maon et al , 2010. In the literature to date little is known about the role of the giving manager or the critical role of the CSR implementation manager and 'CSR design and implementation processes remain largely unexplored' (Maon et al 2009, p. 71).…”

Section: Introductionmentioning

confidence: 99%

Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management

2014

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In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on the resource-based view of organizations and the VRIO framework to provide the theoretical foundations for our argument that CSR implementation in the form of corporate giving to charities can be developed as a dynamic capability. This can provide a competitive advantage by allowing organizations to manage key stakeholder relationships (external and internal) more effectively with benefits which could lead to increased organizational productivity and the ability to execute strategy more effectively. We interview CSR implementation managers from large organizations in Australia and find that the CSR giving process in many firms is evolving into a more sophisticated and strategically motivated process with expectations of a return. Central to this evolution is the appointment of a CSR implementation manager who acts as a boundary spanner between the organization and its key stakeholders. We posit that this corporate investment in their role and supporting structures can lead to the better management of stakeholders by organizations through the dynamic capability of the CSR giving process. We develop a table of best practise to help guide managers entering this sphere. Abstract In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on the resourcebased view of organizations and the VRIO framework to provide the theoretical foundations for our argument that CSR implementation in the form of corporate giving to charities can be developed as a dynamic capability. This can provide a competitive advantage by allowing organizations to manage key stakeholder relationships (external and internal) more effectively with benefits which could lead to increased organizational productivity and the ability to execute strategy more effectively. We interview CSR implementation managers from large organizations in Australia and find that the CSR giving process in many firms is evolving into a more sophisticated and strategically motivated process with expectations of a return. Central to this evolution is the appointment of a CSR implementation manager who acts as a boundary spanner between the organizati...

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“…Therefore, CSR is directly associated with increasing customer satisfaction, as customers are more satisfied with companies that meet their CSR (Maignan et al, 2005). It increases their utility and value as perceived by customers, thereby enhancing satisfaction and generating non-financial benefit for companies (Marin et al, 2009;Sexty, 2010).…”

Section: Consumer Awareness Of Csr and Its Influence On Brand Satisfamentioning

confidence: 99%

The Influence of CSR on Brand Relevant Aspects

Chen²

2015

JMS

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Companies employ various methods to fulfill their corporate social responsibility (CSR) in order to make a better impression on consumers and play the part of an upstanding world citizen. An important issue is how companies can bring their efforts to the attention of consumers, placing themselves in a more positive light and thereby attracting business.Using a well-known global corporation, McDonalds, as an example, we explored consumer awareness of CSR through literature review and empirical research by consumer survey. We aimed to study how meeting various facets of CSR affects the brand satisfaction, brand trust and brand commitment of consumers. We also categorized respondents by brand attachment and discussed its effect as a moderator variable.The study recovered 507 valid questionnaires. These results show that brand attachment has a partially moderating effect. These results can serve as reference for companies formulating CSR strategies.

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A stakeholder model for implementing social responsibility in marketing

Cited by 534 publications

References 63 publications

International Tourists’ Perceived Sustainability of Jeju Island, South Korea

International Tourists’ Perceived Sustainability of Jeju Island, South Korea

Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management

The Influence of CSR on Brand Relevant Aspects

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