Fair or Unfair: The Moderating Effect of Sustainable CSR Practices on Anticipatory Justice Following Service Failure Recovery

Abstract

This paper investigates the relative effect of anticipatory justice on organizational legitimacy and consumer trust that further leads to consumer citizenship behavior following service failure recovery in Taiwan. Further, the moderating role of sustainable corporate social responsibility (CSR) practices is explored. A causal relationship and survey design with a valid sample of 269 respondents was applied. Findings indicated that organizational legitimacy and consumer trust can be restored through anticipatory justice, in particular interpersonal justice and then further mediated consumer citizenship behavior. As a moderator, a high level of sustainable CSR practices had a significantly stronger effect on anticipatory justice and organizational legitimacy than the low level one but only had an effect on interpersonal justice and consumer trust after service recovery. Practical implications are provided for service providers. The value of this research proposes an integrated model with organizational legitimacy and sustainable CSR practice that has not yet been tested in the model of service recovery. In addition, sustainable CSR practice is proposed as a moderator (high and low) that is compared in the level of strength of the relationships. This moderation effect has not been found previously in the process of service recovery.

Exploring consumers’ perceptions of corporate social responsibility and negative responses to e-commerce service failures: A stress and coping perspective

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Subjectivity in fairness perceptions: How heuristics and self‐efficacy shape the fairness expectations and perceptions of organisational newcomers

“…Second, although prior research examines fairness and uncertainty management in response to small change‐related events (Goldman et al, 2016; Lii et al, 2018; Rodell & Colquitt, 2009), we investigated unfairness in response to one of the largest, uncertainty‐instigating events: newcomer organisational entry. Given the frequency with which employees change jobs throughout their careers (U.S. Bureau of Labor Statistics, 2015), the organisational entry context is a unique, reoccurring and viable avenue to examine injustice appraisals.…”

“…Second, although scholars have examined how employees manage uncertainty in response to smaller change‐related events (Goldman et al, 2016; Lii et al, 2018; Rodell & Colquitt, 2009), our two‐study investigation is the first to consider fairness and uncertainty management within the context of organisational entry. Because fairness estimations are exceedingly common in times of uncertainty (Takeuchi et al, 2012), and provided the frequency with which employees are changing organisations (Saks & Gruman, 2018), organisational entry is an excellent context to study the complexities of appraising the fairness of the work context.…”

Casino employees' intention to participate in corporate community involvement activities – an extended value-attitude-intention model

“…They reported that people tended to have negative views on profit-driven organizations. Yet, organizations have to embrace the concepts of virtuousness and the common good because our society values them and consumers are conscious and demand organizations to act morally and meet societal values (Lii et al, 2018). For this reason, organizations and their employees start seeing the importance of harmonizing the goals of individuals, organizations and the economy to achieve the greatest good (Arjoon et al, 2018).…”