To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing

Vanhamme, Joëlle; Lindgreen, Adam; Reast, Jon; Popering, Nathalie van

doi:10.1007/s10551-011-1134-0

Cited by 176 publications

(167 citation statements)

References 73 publications

(96 reference statements)

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“…By engaging in social activities and reporting on CSR, firms develop the trust and goodwill of stakeholders, which can provide them with competitive advantages (Aguilera, Williams, Conley and Rupp, 2006;Money and Schepers, 2007;Gill, 2008;Kolk and Pinkse, 2010). Research suggests that CSR reporting promotes firms' image and enhances their reputation (Gray et al, 1995b;Li et al, 2010;Vanhamme, Lindgreen, Reast and van Popering, 2012) as relationships with stakeholders are based on a positive exchange of benefits (Bear, Rahman and Post, 2010).…”

Section: Corporate Governance and Csrmentioning

confidence: 99%

Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

et al. 2013

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The nal publication is available at Springer via http://dx.doi.org/10.1007/s10551-013-1929-2.Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. interests. Contrary to our expectations, CEO duality also impacts positively on CSR disclosure. From an agency-theoretical viewpoint, this suggests that powerful CEOs may promote transparency about banks' CSR activities for their private benefits. While this could indicate that powerful CEOs are under particular pressure to appease stakeholders' concerns that they might abuse their power by providing a high degree of CSR disclosure, it could also be a sign of managerial risk aversion or managers' private reputational concerns.

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Section: Corporate Governance and Csrmentioning

confidence: 99%

Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

et al. 2013

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“…These analyses were carried out to ensure that extraneous variables have the same effect on employees' perceptions, motivations and satisfaction with behaviour (e.g. Vanhamme, Lindgreen, Reast, & van Popering, 2012;Kwok & Uncles, 2005) and ensured that the potential differences in individual variables between the employees belonging to the pre and post-intervention groups were not due to the influence of individual/demographic variables. These analyses also demonstrated that the two groups are "comparable in terms of these variables that are likely to be related to the dependent variable in the study" (Rubin & Babbie, 2011, p. 260).…”

Section: Characteristics Of the Pre And Post-intervention: Chi-squarementioning

confidence: 99%

Heritage tourism, CSR and the role of employee environmental behaviour

et al. 2015

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. (2015) 'Heritage tourism, CSR and the role of employee environmental behaviour.', Tourism management., 48 . pp. 399-413. Further information on publisher's website:http://dx.doi.org/10.1016/j.tourman. 2014.12.015 Publisher's copyright statement: NOTICE: this is the author's version of a work that was accepted for publication in Tourism Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be re ected in this document. Changes may have been made to this work since it was submitted for publication. A de nitive version was subsequently published in Tourism Management, 48, June 2015, 10.1016/j.tourman.2014.12.015 . Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

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“…(Stefanie Rosen Robinson, Caglar Irmak, & Jayachandran, 2012) Giving consumers a role in contribution by providing them with a choice of cause they wish to support will result in an effective campaign. (Vanhamme, Lindgreen, Reast, & van Popering, 2012) Marketers working on enhancing the corporate image should select a cause that is found to address a primary need of the people. (Lafferty & Edmondson, 2014) Cause is more important than cause categories.…”

Section: Campaign Characteristicsmentioning

confidence: 99%

A Journey of Cause Related Marketing from 1988 to 2016

Natarajan

Balasubramaniam

Jublee

2016

IJBM

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Cause-related marketing (CrM) has been a topic of interest to academicians, researchers and practitioners in disciplines of marketing. The increasing number of publications by various authors in this area reflects its importance. In this work, we review research papers on CrM that have been published in peer-reviewed journals in the past two decades to provide insights to researchers and practitioners into the various factors that influence the success of CrM. This study summarizes and critiques empirical findings found in cause-related marketing literature from 1988. Three hundred and two papers published in reputed journals during this period are reviewed. The review also identifies knowledge gaps in the area of CrM.

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To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing

Abstract: Bradford Scholars -how to deposit your paper Overview Copyright check• Check if your publisher allows submission to a repository.• Use the Sherpa RoMEO database if you are not sure about your publisher's position or email openaccess@bradford.ac.uk.

Cited by 176 publications

References 73 publications

Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

Heritage tourism, CSR and the role of employee environmental behaviour

A Journey of Cause Related Marketing from 1988 to 2016

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