Strategic Nonprofit Communication: Effects of Cross-Sector Corporate Social Responsibility (CSR) Alliances on Nonprofits and the Mediating Role of Social-Objectives Achievement and Consumer Brand Identification

Abstract

ABSTRACT Strategic communication scholarship has examined the effects of cross-sector corporate social responsibility (CSR) alliances on companies; however, less is known about their impact on nonprofit organizations (NPOs). Drawing on multidisciplinary research, this study investigated how NPO-corporate CSR partnerships influence nonprofits. A 2 (nonprofit reputation: low vs. high) x 2 (CSR fit: low vs. high) x 2 (partnership duration: short vs. long) between-subjects experiment (N = 330) showed that CSR alliances are more effective for high-reputation NPOs. Mediation analyses revealed significant indirect effects on supportive intentions and NPO reputation through the mediator of social-objectives achievement. No significant direct effects were found for partnership fit and duration. Follow-up mediation tests showed that social-objectives achievement led to increased word-of-mouth (WOM) intentions and reputational benefits when a high-reputation NPO allied with a high-fit company. Social-objectives achievement and consumer-brand identification produced positive supportive intentions and reputational benefits when the NPO collaborated with a high-fit business. Regarding duration, when the NPO launched short-term initiatives with high-fit companies, consumers demonstrated less favorable reactions toward the nonprofit if they did not identify with the partnering company. This study advances the strategic communication field by demonstrating that NPO-corporate CSR collaborations are complex and their success depends on underlying mechanisms.