Exploring the Impact of Message Framing on Donation Behavior Through Emotions in Sport CSR: The Moderating Roles of Perceived CSR Motives and Team Identification Through Biometric Facial Expression Analysis

Purpose The purpose of this study is to examine the role of team-related cues and team identification in influencing visual attention and engagement with corporate social marketing (CSM) messages on sport team Twitter pages. Design/methodology/approach An experimental design was adopted using a 2 × 2 × 2 factorial approach, with two levels for each of the following factors: message framing (positive vs negative), team-related cues (with vs without team logos) and team identification (high vs low). Eye-tracking technology was used to identify visual attention and engagement with cause promotion messages. Eye-tracking data from 140 participants, recruited from the East Coast of the USA, were analyzed using a combination of statistical methods. Findings The results demonstrate that negatively framed messages with team logos significantly increase visual attention and engagement, especially among individuals with high team identification. Team-related cues were found to enhance the effect of negative message framing on visual attention, with this effect being further intensified by high levels of team identification. The study also reveals that visual engagement, as measured by duration time, mediates the relationship between message framing and donation behavior. Originality/value This study contributes to the literature by integrating message framing theory within the context of sport marketing, highlighting the complex interplay between message framing, team-related cues and team identification. By employing eye-tracking technology, the study provides novel insights into how visual attention impacts the effectiveness of CSM messages. Furthermore, this study provides actionable insights for optimizing digital marketing strategies in sport contexts to maximize the impact of CSM initiatives.

Grounded in the values congruence proposition, this study examined the interplay between leadership styles and corporate social responsibility (CSR) motives in different crisis contexts. The results of a 2 (crisis type) × 2 (leadership style) × 2 (CSR motives) between-subjects experiment showed that the congruent combination of leadership styles and CSR motives maximized the insulating effect of CSR practice but only when the crisis type was victim. In a victim crisis, utilizing intrinsic CSR motives gained greater word-of-mouth intention and purchase intention when combined with transformational leadership than with transactional leadership. In a preventable crisis, the positive effect of values congruence disappeared and even backfired. More specifically, the congruence between transactional leadership and extrinsic CSR motives amplified the negative impact of a crisis. Theoretical and practical implications are discussed.

Purpose – The purpose of this paper is to provide practical and future research implications for the field of governance and corporate social responsibility (CSR) in sports to strengthen the depth of knowledge in this area. Design/methodology/approach – This paper reviews parts of the existing international literature and draws on literature from general business, management and governance to widen the scope and open spaces of opportunities for interested researchers. Findings – The authors find six themes that are of particular relevance and cluster them along context, content and process to map out critical and promising aspects that we believe will progress our understanding of and contribution to CSR and governance in sport: features and idiosyncrasies of sport in relation to governance and CSR; the relevance and impact of regional and cultural context; reflections on “content” of CSR in sport in difference to CSR through sport; the quest for the business case for CSR in sport and consumer reactions; ...

ABSTRACTAs concerns over drug management in sport (from tobacco to supplements to doping) become more prominent, discussion of the corporate social responsibility (CSR) implications of how sport manages its relationship with drugs has been a striking omission from the literature. Analysis using Dahlsrud's five dimensions (stakeholders, social, economic, voluntariness and environmental) demonstrates the potential of developing CSR scholarship with regard to drugs in sport. Three conclusions are drawn from the analysis. First, application of CSR theory and methods can lead to new insights about the management of drugs in sport. Second, research on CSR in sport needs to engage with issues that threaten rather than promote sport, such as drugs, discrimination, exploitation and violence. Third, the management of drugs in sport has potential as a test for theory and methods of CSR, especially comparative studies. The conclusions indicate linking CSR and drugs in sport makes potentially valuable contributions to the field.

The rise and institutionalization of corporate social responsibility (CSR) in sport is captured in a growing body of work in sport management. This literature suggests professional teams should be strategic in their approaches—matching internal resources with external needs—but we lack an understanding of the processes and mechanisms in the evolution to more strategic CSR, as well as specific practices that characterize these approaches. Further, by focusing on broad trends in how and why teams are adopting CSR, we miss the opportunity to learn from teams with innovative and authentic CSR approaches. To address these gaps, this article uses a qualitative case-study approach to examine how one professional team in the U.S.—the Detroit Lions—evolved their CSR to a more strategic and authentic partnership-focused model. Our findings point to key process steps and mechanisms in the decision making around, and implementation of, this approach, including the role of organizational structure, leadership, and community partnerships. We draw out themes around these central partnerships and highlight best practices. In offering a more nuanced understanding of professional sport CSR process and practice, we contribute to the literature on CSR in sport, sport-community partnerships, and sport and city revitalization.

PurposeThe purpose of this paper is to examine the casual role of consumers’ perceptions of brands’ corporate social responsibility (CSR) motives (self-serving vs society-serving) in influencing consumer–brand relationships. Further, the authors explore the roles of brand initiated CSR activities (e.g. CSR co-creation), social media characteristics (e.g. media richness) and consumer’s community identification in shaping the effect of perceived CSR motive on consumer–brand relationship.Design/methodology/approachA 2 (CSR motives: self-oriented vs society-oriented) × 2 (CSR co-creation: yes vs no) × 2 (media richness: high vs low) between-subjects experimental design is employed.FindingsThe results elucidate that when consumers perceive that CSR is for self-serving (vs society-serving) motive, allowing consumers to co-create CSR in a high media-rich virtual platform enhances consumer–brand relationship quality. In addition, the results also support that the interactions of perceived CSR motives, co-creation and media richness enhance consumer–brand relationship through the mediation of community identification.Originality/valueThe current study draws implications for effective CSR co-creation through rich social media platforms, so as to enhance consumer–brand relationship quality via creating community identification.

Corporate social responsibility and customer's responses: CSR authenticity and government intervention during the COVID-19 pandemic

Interest in the microfoundations of corporate social responsibility (CSR) has grown over the past decade. In this study, we draw on social learning theory to examine the effects of prosocial leaders on followers’ motivation to engage in CSR practices, and consequently on their CSR performance. Further drawing from social learning theory, we propose that followers’ trait compliance and leader-member exchange moderate the above relationships by affecting the conceptual mechanisms of social rewards and role-modeling motives. We tested our hypotheses with data from a sample of 138 employees (i.e., followers) who were responsible for implementing an organization-initiated CSR practice. Our results showed that among followers who were high in trait compliance, leaders’ prosocial motivation was positively associated with followers' CSR motivation. In addition, followers’ CSR motivation was positively related to their objective CSR performance when they had a high-quality relationship with their leaders. Our findings advance our understanding of the conditions under which leaders will be more versus less influential on followers’ motivation and engagement in CSR activities. We discuss the theoretical and practical implications of our results.

Purpose This study aims to apply attribution theory to examine how internal stakeholders’ attributions affect the perceived company’s corporate social responsibility (CSR) initiatives on employees’ pro-environmental behavioral intention through a mediated perceived CSR authenticity. Design/methodology/approach A questionnaire-based survey was used because of the standardized questions and ease of acquisition of the target data with the assistance of a Web-based tool. Findings The perceived company’s other-centered CSR motives are positively associated with the perceived authenticity of the CSR engagement. The small company had a significantly stronger relationship than the large company. The perceived company’s self-centered CSR motives are not associated with the perceived authenticity of the CSR engagement. The perceived authenticity of CSR engagement is positively related to its own pro-environmental behavioral intention. Research limitations/implications A larger sample size across different industries can improve the result. When the authors examine the effect of company size, multi-group sizes can be used instead of two groups. The above scenario usually works in normal businesses. How about the “dirty” business situation? Examples of dirty businesses are tobacco, gambling, alcohol and mining companies. During their business operations, they destroy our environment or create harmful effects on our health. Thus, dirty businesses engaging in CSR practices at the same time seems contradicting. Practical implications The management should ensure that employees perceive the company’s CSR initiatives as other-centered rather than self-centered. Company size matters in terms of delivering other-centered CSR messages. Specifically, employees who work in a small company (i.e. less than 100 employees) are more favorable to other-centered CSR messages. Originality/value This study extends the CSR literature by examining how internal stakeholders’ attributions (i.e. employees’ attribution) of the perceived company’s CSR initiatives influence employees’ pro-environmental behavior through a mediated perceived CSR authenticity.

Based on the fact that most of factories/manufacturers failed to comply with foreign customers’ requirements for Corporate Social Responsibility (CSR) practices from the first audits, the present study aims to explore SME exporters’ understanding of CSR requirements from foreign clients, motivations and obstacles for them to practice and implement CSR. In order to tackle the research objectives, qualitative approach is chosen and in-depth interview with owners, HR/CSR managers and production managers is employed to collect data. The research scope is firms/suppliers in hardlines (non-furniture and non-apparel) section. Thematic analysis is used to analyse and categorise data from interviews. The research findings show some crucial points. Firstly, CSR requirements from clients are not correctly understood. Secondly, there are seven drivers for CSR practices which match with previous studies. Lastly, six per ten obstacles to implement CSR are new findings in the present research context. From these findings, some recommendations are proposed to improve CSR practices in SMEs.
 Keywords
 Corporate social responsibility (CSR), motivations (motives), obstacles, SMEs
 References
 
 Albareda, L., Lozano, J. M., Tencati, A., Midtun, A., & Perrini, F. (2008). The changing roles of governments in corporate social responsibility: drivers and responses. Business Ethics: A European Review, 17(4), 347-363. Arevalo, J. A., & Aravind, D. (2011). Corporate Social Responsibility practices in India: approaches, drivers and barriers. Corporate Governance, 11(4), 399-414. Baden, D. A., Harwood, I. A., & Woodward, D. G. (2009). The effect of buyer pressure on suppliers in SMEs to demonstrate CSR practices: An added incentive or counter productive? European Management Journal, 27(6), 429-441. doi:https://doi.org/10.1016/j.emj.2008.10.004Bondy, K., Matten, D., & Moon, J. (2008). Multinational Corporation Codes of Conduct: Governance Tools for Corporate Social Responsibility? Corporate Governance: An International Review, 16(4), 294-311. doi:10.1111/j.1467-8683.2008.00694.xCambra-Fierro, J., Wilson, A., Polo-Redondo, Y., Fuster-Mur, A., & Lopez-Perez, M. E. (2013). When do firms implement corporate social responsibility? A study of the Spanish construction and real-estate sector. Journal of Management & Organization, 19(02), 150-166. doi:doi:10.1017/jmo.2013.12Carroll, A. B. (1991). The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders. Business Horizons, 34, 39-48. Carroll, A. B. (1999). Corporate social responsibility: evolution of a definitional construct. Business & Society, 38(3), 268-295. Cochran, P. L., & Wood, R. A. (1984). Corporate Social Responsibility and Financial Performance. Academy of Management Journal, 27(1), 42-56. Creswell, J. W. (2007). Qualitative inquiry & research design - choosing among five approaches (2nd ed.). the U.S: Sage Publications, Inc.Faisal, M. N. (2010). Analysing the barriers to corporate social responsibility in supply chains: an interpretive structural modelling approach. International Journal of Logistics Research and Applications, 13(3), 179-195. doi:10.1080/13675560903264968Ghasemi, S., & Nejati, M. (2013). Corporate Social Responsibility: Opportunities, Drivers and Barriers. International Journal of Entrepreuneurial Knowledge, 1(1), 33-37. Gibson, W. J., & Andrew, B. (2009). Working with qualitative data London: SAGE.Graafland, J., & Mazereeuw-Van der Duijn Schouten, C. (2012). Motives for Corporate Social Responsibility. De Economist, 160(4), 377-396. doi:10.1007/s10645-012-9198-5Hamm, B. (2012). Corporate Social Responsibility in Vietnam: Integration or Mere Adaptation? Pacific News, 38, 4-8. Hemingway, C. A., & Maclagan, P. W. (2004). Managers' Personal Values as Drivers of Corporate Social Responsibility. Journal of Business Ethics, 50(1), 33-44. Kang, B. (2014). Corporate Social Responsibility Perceptions and Corporate Performances. Journal of Applied Sciences, 14(21), 2662-2673. Lantos, G. P. (2001). The boundaries of strategic corporate social responsibility. Journal of Consumer Marketing, 18(7), 595-630. Lin, C.-H., Yang, H.-L., & Liou, D.-Y. (2009). The impact of corporate social responsibility on financial performance: Evidence from business in Taiwan. Technology in Society, 31, 56-63. McWilliams, A., & Siegel, D. (2001). Corporate Social Responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117-127. Mishra, S., & Suar, D. (2010). Does Corporate Social Responsibility influence firm performance of Indian companies? Journal of Business Ethics, 95, 571-601. Moon, J. (2004). Government as Driver of CSR. ICCSR Research Series Papers, 24. Pedersen, E. R., & Neergaard, P. (2009). What matters to managers? The whats, whys and hows of corporate social responsibility in a multinational corporation. Management Decision, 47(8), 1261-1280. Visser, W. (2008). Corporate social responsibility in developing countries. In A. Crane, A. McWilliams, D. Matten, J. Moon, & D. Siegel (Eds.), The Oxford Handbook of Corporate Social Responsibility (pp. 473-499). Oxford: Oxford University Press.Xuan, L. T. T. (2013). Managers' preceptions of Corporate Social Responsibility: The construction industry in Vietnam. (Doctoral), Western Sydney University, Xuan, L. T. T., & Khoa, T. T. (2015). Drivers of Corporate Social Respobsibility Practices-A comparative analysis between Spanish and Vietnamese Construction Industry. Paper presented at the The International Conference on Business 2015, Hochiminh city.Xuan, L. T. T., & Teal, G. (2011). A development in defining Corporate Social Responsibility. Journal of Science and Technology Development, 14(2), 106-115. http://baocongthuong.com.vn/viet-nam-sau-10-nam-gia-nhap-wto-nhung-thanh-tuu-kha-quan.htmlhttp://www.unido.org/en/what-we-do/trade/csr/what-is-csr.html#pp1[g1]/0/

This chapter studies the relationship between corporate social responsibility (CSR) motivations and CSR actions in 25 selected teaching cases, especially in the light of the distinction between family and non-family enterprises. A literature-based research framework is developed to classify the research findings and support a direct and easier identification of the resulting patterns emerging from our study. A cross-case analysis allows us to point out not only the evidence of the behavioural practices adopted by firms, but also of the causal link between the CSR motivations and actions, identifying four main emerging patterns in the behaviour of firms investing in CSR.

In the past two decades, corporate hypocrisy has become a phenomenon that cannot be ignored in Corporate Social Responsibility (CSR) practice (Wagner et al., 2009) and has thus become a concern for management scholars (Cho and Lee, 2019). Using smartPLS, based on attribution theory, this paper takes 28 Chinese listed enterprises as examples to explore the influence of CSR motivation on its communication and implementation, as well as the impact of CSR implementation and promotion on consumers’ perception of corporate hypocrisy. The research finds a negative correlation between value-driven motivation and corporate hypocrisy and a positive correlation of performance-driven motivation and stakeholder-driven motivation with corporate hypocrisy. The theoretical contribution of this paper is mainly reflected in the following four aspects. (1) It describes the scale of CSR implementation research and enriches the measurement tools of CSR implementation. (2) It enriches and expands research results in the field of CSR motivation perception. From the perspective of CSR and attribution theory, this study explores the influence of consumers’ perception of CSR motivation on CSR communication and CSR implementation. (3) It supplements research results in the field of corporate hypocrisy. The influence of CSR communication and CSR implementation on corporate hypocrisy is clarified. (4) It clarifies the impact of CSR communication on CSR implementation so as to help enterprises better match CSR communication strategy and CSR implementation in practice and reduce consumers’ perception of corporate hypocrisy. It is suggested that enterprises find their own positioning on CSR motivation, which provides a reference with which enterprises can make better decisions on CSR communication strategy after implementing CSR behavior and provides empirical evidence for the research on CSR motivation perception and corporate hypocrisy in China.

Despite widespread discussion of the impact of corporate social responsibility (CSR) activities on consumer perceptions, little research has examined how consumers cope with CSR-based crisis response messages as a bolstering strategy. To fill this gap, we propose a framework integrating situational crisis communication theory with the persuasion knowledge model, applying the model to an experiment with a 2 (topic knowledge − crisis type: accidental vs. intentional) × 2 (persuasion knowledge− CSR motives: intrinsic vs. extrinsic) × 2 (agent knowledge− CSR history: long vs. short) between-subjects factorial design. In Study 1, we found interaction effects between CSR motives and crisis type on word-of-mouth intention and purchase intention. In addition, inferences about CSR motives interacted with perceptions about CSR history on purchase intention. In Study 2, we replicated study 1 and found that crisis responsibility mediated the main effect of crisis type on behavioral intentions, but neither the main effect of CSR motives and CSR history nor the interactions effects among those variables were mediated by crisis responsibility. Our results indicate that consumer inferences from a company’s CSR-based crisis communications play a significant role in increasing consumer behavioral intentions in two situations: when a crisis is accidental and when a CSR history is short. Ethical and theoretical implications are discussed.

Scholars have been raising voices for corporate leadership in politics, namely the political corporate social responsibility (CSR). While many anecdotes of democratic deficits to corporations support the claim, it is still dubious whether corporations can be trusted with such a role. If the motivation for CSR is for further value creation as the resource based‐view suggests, they may thrive in their political role by creating shared value for both private and public sectors. However, if their motivation is mere societal acceptance as the institutional theory suggests, they will fail to serve both public and private; firms will fulfill self‐interest at the cost of society at best. One way to investigate this is to examine the interaction between political connection and CSR and thereby reveal the motivation for CSR. While both concepts have been extensively studied separately, their interaction has been sparsely explored with inconclusive mixed results. Thus, this paper clarifies the effect of political connection on CSR. To this end, this paper exploits the 2008 presidential election in South Korea as an exogenous shock to the channels for political connection. This paper captures the difference‐in‐difference estimate of the effect of political connection on CSR with instrumental variables to alleviate endogeneity problems and two‐way fixed effects to handle firm heterogeneity. As a result, this paper demonstrates a negative causal effect of political connection on CSR, a decline by 4.9% on average, which resolves the conflict in the literature. In addition, the negative effect supports institutional theory over the resource based‐view as the motivation for CSR and raises a cautious voice for political CSR.

This article uses organisational learning literature to explore how employees’ orientations to corporate social responsibility, mental models and assessments of organisations’ espoused and enacted values, impact upon the success of corporate social responsibility programmes and actions. Work by Aguilera et al. (2007) is used to consider the potential dissonance between individual and organisational motives for corporate social responsibility. This theoretical article discusses the role of motives and learning within change. It contemplates both the role of motives held within mental models as a crucial factor in the successful adoption of effective corporate social responsibility practices and the function of learning practices in the support of corporate social responsibility change. Its contribution is in its focus at the level of the individual employee and in its challenge to assumptions about the relationship between individual and organisational motives for corporate social responsibility implementation. It is argued that effective implementation of corporate social responsibility requires organisations to consider both the role of learning and unlearning. Furthermore, organisations need to provide active support for the development of mental models about corporate social responsibility to prevent the development of dissonance between individual and organisational dispositions towards it.