Theoretical Lenses for Understanding the CSR–Consumer Paradox
Consumer surveys repeatedly suggest that corporate social responsibility (CSR) and products’ social, environmental, or ethical attributes enhance consumers’ purchase intentions. The realization that CSR still has only a minor impact on consumers’ actual purchase decisions thus represents a puzzling...
| Κύριοι συγγραφείς: | ; |
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| Τύπος μέσου: | Ηλεκτρονική πηγή Άρθρο |
| Γλώσσα: | Αγγλικά |
| Έλεγχος διαθεσιμότητας: | HBZ Gateway |
| Journals Online & Print: | Φόρτωση...
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| Interlibrary Loan: | Interlibrary Loan for the Fachinformationsdienste (Specialized Information Services in Germany) |
| Έκδοση: |
2015
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| Στο/Στη: |
Journal of business ethics
Έτος: 2015, Τόμος: 130, Τεύχος: 4, Σελίδες: 775-787 |
| Άλλες λέξεις-κλειδιά: | B
Economics
B CSR B Clinic and Social Psychology B Evolutionary B Behavior |
| Διαθέσιμο Online: |
Volltext (JSTOR) Volltext (lizenzpflichtig) |
| Σύνοψη: | Consumer surveys repeatedly suggest that corporate social responsibility (CSR) and products’ social, environmental, or ethical attributes enhance consumers’ purchase intentions. The realization that CSR still has only a minor impact on consumers’ actual purchase decisions thus represents a puzzling paradox. Whereas prior literature on consumer decision making provides valuable insights into the factors that impede or facilitate consumers’ socially responsible consumption decisions, such elements may be only the tip of the iceberg. To gain a fuller understanding of the CSR–consumer paradox, this study proposes investigating the phenomenon through additional theoretical lenses, namely, a clinical psychology, an evolutionary psychology/biology, a social psychology, and an economic and economic psychology lens. From these four unique theoretical lenses, the authors derive an integrative framework and draw several propositions for further research. |
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| ISSN: | 1573-0697 |
| Περιλαμβάνει: | Enthalten in: Journal of business ethics
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| Persistent identifiers: | DOI: 10.1007/s10551-014-2111-1 |
