Frontline Employees as Corporate Social Responsibility (CSR) Ambassadors: A Quasi-Field Experiment
As past research has identified frontline employees as the primary communicators of a company’s CSR, this paper reports on a large-scale quasi-field experiment aimed at gaining a deeper understanding of the levers of successful in-store, point-of-sale, CSR communication. In cooperation with a large...
| Authors: | ; ; ; |
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| 格式: | 電子 Article |
| 語言: | English |
| Check availability: | HBZ Gateway |
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| 出版: |
Springer Science + Business Media B. V
2019
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| In: |
Journal of business ethics
Year: 2019, 卷: 157, 發布: 2, Pages: 359-373 |
| Further subjects: | B
Boundary-spanning agents
B CSR communication B Managers’ personal support B Frontline employees B CSR ambassadors B In-store communication B Corporate social responsibility (CSR) B Point-of-sale communication B CSR-related training of employees |
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Volltext (lizenzpflichtig) |
| 總結: | As past research has identified frontline employees as the primary communicators of a company’s CSR, this paper reports on a large-scale quasi-field experiment aimed at gaining a deeper understanding of the levers of successful in-store, point-of-sale, CSR communication. In cooperation with a large international retailer, the authors analyzed the effects of varying in-store CSR communication strategies in 48 unique stores, combining data from a customer survey (N = 38,999), company records of customers’ real visits and purchases, and interviews with store managers. Taking into account the nested structure of the data, the authors reveal that CSR-related training of frontline employees bestows its favorable effect on customers and customer behavior only if it is accompanied by the store managers’ personal support for CSR. |
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| ISSN: | 1573-0697 |
| Contains: | Enthalten in: Journal of business ethics
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| Persistent identifiers: | DOI: 10.1007/s10551-018-3790-9 |