CSR marketing outcomes and branch managers' perceptions of CSR
Scholar | Other documents of the author: Moliner, Miguel Angel; MONFERRER TIRADO, DIEGO; Estrada Guillén, Marta
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TitleCSR marketing outcomes and branch managers' perceptions of CSR
Purpose The purpose of this paper is to analyze the role of bank branch managers’ perceptions of corporate social responsibility (CSR) in CSR marketing outcomes. Design/methodology/approach The paper proposes ... [+]
Purpose The purpose of this paper is to analyze the role of bank branch managers’ perceptions of corporate social responsibility (CSR) in CSR marketing outcomes. Design/methodology/approach The paper proposes a causal model establishing that managers’ perceptions of CSR influence the perception of CSR held by the branch’s customers, which in turn directly affects customer satisfaction, customer trust, customer engagement and customer loyalty. The unit of analysis in this quantitative study is the bank branch. Two questionnaires were administered: one to branch managers and another to five customers in each branch. Findings Branch managers’ perceptions of CSR have a marked influence on customers’ perceptions of CSR, which again have a notable impact on the relationship variables studied: customer satisfaction, customer trust, customer engagement and customer loyalty. Research limitations/implications The sample was taken from two banks in the same country (Spain) and only five customers were interviewed in each branch. The type of customers analyzed should be taken into account since a growing number of customers now carry out all of their banking online and are less likely to visit their branch. Practical implications The results highlight the importance of adopting socially responsible actions not only in the bank as a whole, but also in individual branches. It would, therefore, seem crucial for high level bank executives not only to involve branch managers in the bank’s CSR strategy, but also to empower them to undertake CSR actions that involve the customers and local community with which they interact. Originality/value First, the paper reveals the differences within the same organization in the way its CSR strategy is implemented. Second, intermediary figures or supervisors are shown to have a key role in ensuring the organization’s CSR strategy is effective. Third, the study emphasizes the importance of customers’ perception of CSR in achieving the main outcomes of relationship marketing (satisfaction, trust, engagement and loyalty). Fourth, the methodology applied in the study is innovative in its construction of dyads in which the branch is the unit of analysis, enabling a comparison between the manager’s perceptions of CSR with that of five customers from the same branch. Fifth, the findings add to the knowledge of a particularly relevant sector in the recent economic crisis, namely, the retail banking industry. [-]
Investigation projectSpanish Ministry of Economy and Competitiveness, project “La confianza del consumidor respecto a la calidad de la relación y la orientación al mercado de las entidades financieras: los efectos de la crisis” (ECO2013-47134-P).
Bibliographic citationMOLINER, Miguel Angel; TIRADO, Diego Monferrer; ESTRADA-GUILLÉN, Marta. CSR marketing outcomes and branch managers’ perceptions of CSR. International Journal of Bank Marketing, 2019.
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Except where otherwise noted, this item's license is described as © Miguel Angel Moliner, Diego Monferrer Tirado and Marta Estrada-Guillén. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode.