CSR marketing outcomes and branch managers' perceptions of CSR
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Altres documents de l'autoria: Moliner, Miguel Angel; Monferrer Tirado, Diego; Estrada, Marta
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Títol
CSR marketing outcomes and branch managers' perceptions of CSRData de publicació
2019-07Editor
EmeraldCita bibliogràfica
MOLINER, Miguel Angel; TIRADO, Diego Monferrer; ESTRADA-GUILLÉN, Marta. CSR marketing outcomes and branch managers’ perceptions of CSR. International Journal of Bank Marketing, 2019.Tipus de document
info:eu-repo/semantics/articleVersió de l'editorial
https://www.emerald.com/insight/content/doi/10.1108/IJBM-11-2018-0307/full/htmlVersió
info:eu-repo/semantics/publishedVersionParaules clau / Matèries
Resum
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. [-]
Proyecto de investigación
Spanish 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).Drets d'accés
info:eu-repo/semantics/openAccess
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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
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