CSR and facets of value creation: the role of key moderators

The value corporate social responsibility (CSR) creates for consumers still remains unexplored although its importance has been demonstrated in several contexts including pricing (Chang and Wildt 1994), retailing (Baker, Parasuraman, Grewal, and Voss 2002), and across cultures (Xiao and Kim 2009). Monroe (2003) argues that consumers would be willing to pay a higher price when they perceive a substantial value associated with making a purchase. In order to resolve many of the inconsistent findings in the CSR literature, such as the inconsistencies of CSR's ability to influence attitude (Sen, Bhattacharya, and Korschun 2006; Webb and Mohr 1998) and purchase intent (Mohr and Webb 2005; Trudel and Cotte 2009), it is necessary to explore which facets of perceived value consumers derive from CSR. However, without knowing what type of perceived value consumers gain from CSR, researchers and managers lack the information they need to understand why consumers are willing (or not willing) to pay a higher price in the context of CSR. The value created by CSR depends on the type of CSR activity that the company engages in (Peloza and Shang 2011). This study utilized cause-related marketing (CrM) as a type of CSR and proposed that it will influence consumers' values. Specifically, the value consumers derive from CrM will be moderated by perceptual and attitudinal factors. The perceptual factors examined in this study include the company's reputation, the authenticity of the CSR action, and the consumer's perceived personal role. The attitudinal factors included in the study are cynicism, moral disengagement, and consumer alienation. Two experiments were conducted, and the results show that an authentic CSR image accompanied with CrM influences consumers' esteem and spiritual values. This study also finds that consumer values of esteem and spirituality create favorable consumer responses. Finally, the consumer's perception that he or she has a personal role in impacting a cause enhances the value derived from CrM. (Published By University of Alabama Libraries

Performance benefits of being a great firm to work for: an investigation from the employee perspective

Increased competitive pressure for speed and innovation, global commoditization, and competition for talented workers has provided firms with greater incentives to assess and improve their human resource strategies with respect to attracting, motivating, and retaining employees. Consequently, many firms want to be perceived by employees as a great firm to work for. However, becoming perceived by employees as a great firm to work for requires a significant resource commitment. If firms are going to make this resource commitment, a relationship between being perceived by employees as a great firm to work for and firm performance should be clearly established. Extant academic studies about being a great firm to work for are generally approached from the managerial perspective. Studies that investigate being a great firm to work for from the employee perspective are more scarce. In order to develop a better understanding of the potential performance benefits of being perceived by employees as a great firm to work for, this study compares the performance of great firms to work for (as determined by employees) to their respective industry averages. Further, potential contextual factors that affect the strength of the relationship between being perceived by employees as a great firm to work for and firm performance are examined in order to identify the situations where devoting resources to being perceived by employees as a great firm to work for is more beneficial. Results support the existence of a relationship between being perceived by employees as a great firm to work for and several firm performance outcomes. In addition, some support for the moderating roles of contextual factors is found. (Published By University of Alabama Libraries

Hailers: retail salespeople near the entrance of the store and shoppers' approach-avoidance reactions

This research examines a retail salesperson behavior that has been largely overlooked in the literature: retail salespeople standing and waiting for customers near the entrance of the store in retail centers, such as in traditional shopping malls, as well as a variety of other retail shopping contexts. These salespeople are referred to as "hailers." The small amount of previous work in the area and theory suggest that this practice is a positive influence. However, qualitative interviews and quantitative results suggest the opposite. Many consumers feel uncomfortable with a salesperson near the entrance of a retail store because they think that the hailer is going to use high-pressure sales tactics. The main study, which is grounded in approach-avoidance theory and emotional contagion theory, consists of two experiments that examine the effects of retail salespeople near the entrance of stores, as well as other environmental factors and salesperson characteristics. The first study manipulates store familiarity and retail density in addition to the presence of a retail salesperson. The second study focuses on particular characteristics of a salesperson present near the entrance and manipulates the salesperson's demeanor and their level of activity. Each of the stimuli consists of a photograph and scenario combination. The results of experiment one show that the presence of a hailer has a negative influence on consumers' feelings of pleasure and arousal. Feelings of pleasure (and dominance) have a positive influence on approach attitudes and store patronage intentions, while arousal has an inverted-U shaped relationship with store patronage intentions. The results from experiment two show that when a hailer must be present near the entrance of the retail store, a salesperson's positive demeanor has a positive influence on feelings of pleasure. In turn, pleasure has a positive relationship with approach attitudes and store patronage intentions. An unexpected interaction between salesperson demeanor and level of activity has a disordinal relationship with dominance. Further, dominance has a positive influence on store patronage intentions. This research contributes to the domains of retail sales, atmospherics, approach-avoidance theory, and emotional contagion theory. The findings, managerial and academic implications, limitations, and future research are discussed. (Published By University of Alabama Libraries