Doing Better at Doing Good: When, Why, and How Consumers Respond to Corporate Social Initiatives

By C. Bhattacharya, Sankar Sen. 2004

2,392 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/da098ea4eee2c1967b362952e76637408d7a3883

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. Xueming Luo
2. J. Peloza
3. C. Bhattacharya
4. Longinos Marín
5. Richard P. Bagozzi
6. Daniel Korschun
7. Henri Servaes
8. Ane Tamayo

In Strategy and Management

1. Xueming Luo
2. J. Peloza
3. C. Bhattacharya
4. Stephen Brammer
5. Longinos Marín
6. Henri Servaes
7. Ane Tamayo
8. Daniel Korschun

Citations in the corpus

• Corporate Socially Responsible Initiatives and Their Effects on Consumption of Green Products (2016, background): “foods in their diet, through a real process of behavioral change (Bhattacharya and Sen 2004).”
• Sustainability: How Stakeholder Perceptions Differ from Corporate Reality (2012, background): “negative industry outcomes to avoid regulation, consumer boycotts, or other negative stakeholder activity.(45)”
• Authenticating brand activism: Negotiating the boundaries of free speech to make a change (2021, background): “…CSR-oriented competitors (Gaines-Ross 2017; Sarkar and Kotler 2018; cf. Bhagwat et al. 2020), enhances favorable brand attitudes and brand trust (Bhattacharya and Sen 2004; Mukherjee and Althuizen, 2020), heightens brand edginess and resonance (Holt and Cameron 2010), fosters purchases (Edelman…”
• Consumers and Corporate Social Responsibility: Matching the Unmatchable? (2007, background): “Along similar lines, Bhattacharya and Sen (2004) state: “…[This] underscores the need for better measurement models of CSR that capture and estimate clearly the effects of a company’s CSR actions on its stakeholders, including its consumers” (p. 22).”
• Effects of socially responsible human resource management on employee organizational commitment (2011, background): “Organizations taking a range of CSR initiatives in their global value chain gradually build a good corporate reputation (Turban and Greening 1996; Fombrun 2005) and generate customer loyalty (Bhattacharya and Sen 2001, 2004).”
• Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations (2009, background): “subtleties for theorists who are confused about the actual use of proposed CSR practices, as well as for practitioners who lack guidance about how to formulate their CSR policies and, in turn, deploy CSR practices (Bhattacharya and Sen, 2004).”
• Talking about CSR matters: employees’ perception of and reaction to their company’s CSR communication in four different CSR domains (2019, background): “Favourable WOM can be considered as a key behavioural outcome of positive organizational CSR engagement (Bhattacharya and Sen 2004).”
• Mitigating global supply chain risks through corporate social responsibility (2013, background): “…as a way of enhancing their reputation (Fombrun 2001, 2005), preempting legal sanctions (Parker 2002), responding to NGO action (Spar and La Mure 2003), managing their risk (Fombrun, Gardberg, and Barnett 2000; Husted 2005), and generating customer loyalty (Bhattacharya and Sen 2001, 2004).”