The Link Between (Not) Practicing CSR and Corporate Reputation: Psychological Foundations and Managerial Implications
It is often assumed that corporate social responsibility (CSR) is a very promising way for corporations to improve their reputations, and a positive link between practicing CSR and corporate reputation is supported by empirical evidence. However, little is known about the mechanisms that underlie th...
Authors: | ; |
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Format: | Electronic Article |
Language: | English |
Check availability: | HBZ Gateway |
Journals Online & Print: | |
Fernleihe: | Fernleihe für die Fachinformationsdienste |
Published: |
Springer
2018
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In: |
Journal of business ethics
Year: 2018, Volume: 150, Issue: 1, Pages: 185-198 |
Further subjects: | B
“Avoiding bad”
B Attribution Theory B Corporate social responsibility B Perceptions B Irresponsible behavior B Corporate Reputation B “Doing good” B stakeholder expectations B Expectancy violations theory |
Online Access: |
Volltext (lizenzpflichtig) |
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520 | |a It is often assumed that corporate social responsibility (CSR) is a very promising way for corporations to improve their reputations, and a positive link between practicing CSR and corporate reputation is supported by empirical evidence. However, little is known about the mechanisms that underlie this relationship. In addition, the effects of not practicing CSR on corporate reputation have received little attention thus far. This paper contributes to the literature by analyzing the cause-and-effect relationships between (not) practicing CSR and corporate reputation. To this end, the paper draws on a psychological framework, in particular, on insights from expectancy violations theory and attribution theory. Building on the ideal-type distinction between CSR in terms of voluntary engagement for society (“doing good”) and the prevention of irresponsible behavior (“avoiding bad”), the paper develops four propositions that unveil some fundamental cause-and-effect relationships between (not) practicing CSR, irresponsible behavior, and corporate reputation. In doing so, it also addresses the question under which conditions CSR leads to a buffering or backfiring effect on corporate reputation in the event of irresponsible behavior. | ||
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650 | 4 | |a Perceptions | |
650 | 4 | |a Irresponsible behavior | |
650 | 4 | |a Expectancy violations theory | |
650 | 4 | |a “Doing good” | |
650 | 4 | |a Corporate Social Responsibility | |
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650 | 4 | |a Attribution Theory | |
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STC | 0 | 0 | |a Responsabilidad social de la empresa |
STD | 0 | 0 | |a Corporate social responsibility,Responsabilità sociale d'impresa,Responsabilità sociale d'impresa |
STF | 0 | 0 | |a 企業社會責任 |
STG | 0 | 0 | |a Responsabilidade social da empresa |
STH | 0 | 0 | |a Корпоративная социальная ответственность |
STI | 0 | 0 | |a Εταιρική κοινωνική ευθύνη,Corporate social responsibility |
SYE | 0 | 0 | |a Corporate social responsibility,Corporate citizenship,Corporate environment responsibility,Corporate environmental responsibility,Corporate responsibility,Corporate sustainability management,Corporate volunteering,CSR (Corporate social responsibility),Environmental social governance,ESG,Gesellschaftliche Unternehmensverantwortung,Gesellschaftliche Verantwortung von Unternehmen,Gesellschaftliches Engagement von Unternehmen,Nachhaltigkeitsmanagement,Soziale Verantwortung von Unternehmen,Soziales Engagement von Unternehmen,Unternehmensverantwortung,Unternehmerische Sozialverantwortung,CSR,Corporate Citizenship,Unternehmerische Gesellschaftsverantwortung,Unternehmerische Sozialverantwortung,Unternehmen |