Linking cause-related marketing to sales force responses and performance in a direct selling context
By Brian V. Larson, Karen Flaherty, Alex Ricardo Zablah, Tom J Brown, Josh L. Wiener. 2008
129 citations recorded by the source corpus.
Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/d7c57f3954f13fb1d39685a25fb84c51ecbd7438
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In Information Systems and Management
In Organizational Behavior and Human Resource Management
In Strategy and Management
Citations in the corpus
- Multiple Identification Foci and Their Countervailing Effects on Salespeople's Negative Headquarters Stereotypes (2012, unknown): “…resulting in a variety of positive outcomes for the organization, such as increased organizational citizenship behavior (OCB) and better performance (Celsi and Gilly 2010; Dukerich, Golden, and Shortell 2002; Larson et al. 2008; Olkkonen and Lipponen 2006; Van Knippenberg and Van Schie 2000).”
- Socially Responsible Human Resource Management and Employee Support for External CSR: Roles of Organizational CSR Climate and Perceived CSR Directed Toward Employees (2017, background): “It is important to note that, although external CSR is directed toward external stakeholders, an organization’s engagement in external CSR—regardless of its motives— will have a range of organizational benefits, such as increased appeal to customers (Larson et al. 2008; Luo and Bhattacharya 2006) an”
- Corporate Social Responsibility and Employee–Company Identification (2010, background): “However, despite their importance, the effectiveness of corporate social responsibility (CSR) activities on internal stakeholders has remained largely neglected (Larson et al., 2008).”