Corporate social responsibility: attributions, loyalty, and the mediating role of trust

By Pavlos A. Vlachos, Argiris Tsamakos, Adam P. Vrechopoulos, P. Avramidis. 2009

918 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c746b2469dde85f83edaec22397814a49070a212

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Citations in the corpus

Warm Glow or Extra Charge? The Ambivalent Effect of Corporate Social Responsibility Activities on Customers’ Perceived Price Fairness (2016, background): “…we do not answer which actions firms can take to change customers’ attributions from extrinsic to intrinsic, although knowledge of such actions would be highly desirable from a managerial perspective (e.g., Du, Bhattacharya, and Sen 2010; Vlachos et al. 2009; Yoon, Gürhan-Canli, and Schwarz 2006).”
When consumers doubt, Watch out! The role of CSR skepticism (2013, methodology): “” (−5 very unrealistic to +5 very realistic) and “I had no difficulty imagining this situation” (−5 strongly disagree to +5 strongly agree) (Dabholkar & Bagozzi, 2002; Vlachos et al., 2009).”
Can doing good lead to doing poorly? Firm value implications of CSR in the face of CSI (2017, background): “By increasing trust among stakeholders, CSR eventually drives firm outcomes, including firm value (Homburg et al. 2013; Vlachos et al. 2009).”
When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution (2015, background): “Vlachos et al. (2009) tested Ellen et al. (2006)’s model of CSR attributions and concluded that poor CSR motives can influence important internal and behavioral consumer outcomes.”
The Pivotal Roles of Product Knowledge and Corporate Social Responsibility in Event Sponsorship Effectiveness (2010, background): “Much of the CSR literature focuses on how managers can increase consumers' perceptions of their firms as socially responsible and, thereby, improve their firms' performance (e.g., Lichtenstein et al., 2004; Sen et al., 2006; Vlachos et al., 2009).”
Business ethics, corporate social responsibility, and brand attitudes: An exploratory study (2019, methodology): “The scales measuring the consumer's general expectations of a company's CSR and business ethics were based upon established, theoretical conceptualizations and then extended from prior research (Choi & La, 2013; Creyer, 1997; Hess et al., 2003; Kang & Hustvedt, 2014; Skarmeas & Leonidou, 2013; Vlach”
Companies, Meet Ethical Consumers: Strategic CSR Management to Impact Consumer Choice (2019, background): “Subsequently, consumers make causal inferences to explain why firms engage in CSR (Ellen et al., 2006; Vlachos et al., 2009; Skarmeas and Leonidou, 2013).”
Corporate social responsibility in the food sector (2011, neutral): “(2005); Vlachos et al. (2009)”
Generating Global Brand Equity Through Corporate Social Responsibility to Key Stakeholders (2012, positive): “CSR practices geared to the community undoubtedly satisfy the firm’s credibility (Du et al., 2007b; Vlachos et al., 2009), as these initiatives clearly go beyond the direct interest of the firm.”
How does corporate social responsibility transform brand reputation into brand equity? Economic and noneconomic perspectives of CSR (2020, background): “If CSR is based upon moral capital, the consumers’ skepticism can be avoided because they are keener to know why a company is involved in these activities rather than what it is doing.(29) Thus, based upon RBP, moral values of a company can enable it to create and transform good reputation into equi”