The Impact of Corporate Social Responsibility on Consumer Trust: The Case of Organic Food

By Sergio Pivato, Nicola Misani, Antonio Tencati. 2007

729 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6a6fb412a0ba70435cb6d128c08b3cb1e540b048

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Citations in the corpus

When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution (2015, background): “…for organizational stakeholders, specifically, shareholders (e.g. Cochran & Wood 1984), investors (e.g. Petersen & Vredenburg 2009), employees (e.g. Kim et al. 2010; Wang et al. 2013), management (e.g. Du et al. 2013), and consumers (e.g. Pivato et al. 2008; Groza et al. 2011; Moosmayer 2012).”
Sustainability Practices and Corporate Financial Performance: A Study Based on the Top Global Corporations (2011, neutral): “This idea is similar to Pivato et al. (2008) who drew attention to the importance of mediating variables in the study of social responsibility and corporate performance relationship.”
Charity as a Substitute for Reputation: Evidence from an Online Marketplace (2012, neutral): “Siegel and Vitaliano (2007) and Pivato et al. (2008) offer similar arguments for the use of corporate charity in markets where it is important for firms to stimulate consumer trust, perhaps because they offer experience goods.”
Consumer Responses to Corporate Social Responsibility (CSR) in China (2011, background): “A consumer’s trust or attribution of firm’s CSR practices is one of the most immediate consequences of a company’s social performance (Pivato et al., 2008), and significantly affects his/her subsequent attitudes and actions responding to CSR (Aqueveque, 2005; Osterhus, 1997; Rifon et al.”
Corporate social responsibility, real activities earnings management, and corporate governance: evidence from Korea (2016, background): “…theory arguing that CSR activities create more benefits than costs by keeping a good relationship with a firm’s related stakeholders such as customer, employee, community, and so on.11 For example, for customers, Pivato, Misani, and Tencati (2008) maintain that CSR activities enhance brand loyalty.”
Scepticism and corporate social responsibility communications: the influence of fit and reputation (2013, background): “Trust in organizations is the key mediator explaining the success (or failure) of the CSR policies adopted by companies (Pivato, Miscani, and Tencati 2008 , p.”
Corporate social responsibility in the food sector (2011, background): “JS Sen et al. (2006) E-company commitment E Al-bdour et al.”
CSR and Customer Outcomes: The Mediating Role of Customer Engagement (2018, background): “Customers believe that the company has high reliability and integrity [62].”
Asymmetric Information and Corporate Social Responsibility (2016, background): “Funding charitable efforts in this manner allows a company to appear modest, which ultimately increases its trustworthiness (Pivato et al., 2008; Yoon et al., 2006).”