Abstract
How can organizational leaders deliver a credible corporate social responsibility (CSR) message to an increasingly distrustful and skeptical audience of internal and external stakeholders? The answer may lie in the field of psychology. Consideration of the principles of reciprocity, the halo effect, and costly signaling, as well as the potential value in retooling traditional cause‐related marketing efforts, ultimately may lead practitioners to more effectively develop, deploy, and communicate their firm's CSR strategies. © 2016 Wiley Periodicals, Inc.
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