CSR 2.0 and the New Era of Corporate Citizenship by Mark Anthony Camilleri

Author:Mark Anthony Camilleri
Language: eng
Format: epub
Publisher: IGI Global

Other research showed that corporate charitable giving was seen as self-serving when a company had a bad reputation, but viewed as other-serving when they had a good reputation. In this way, the company’s reputation serves as a frame of reference for interpreting CSR communication (Bae & Cameron, 2006). Research by Kim (2011) showed that corporate reputation moderated the effect of perceived CSR credibility; honest motives were more severely downgraded for a firm with negative reputation who engaged in high congruence CSR, than a company with a positive reputation. Kim and Lee (2012) even broadened the research by looking at the previous perceptions held by consumers. The researchers used two companies in socially stigmatized industries for this study (e.g. McDonalds and Miller Brewing). The researchers found that consumers did not attribute more self-serving motive towards the company’s CSR solely because of a high correlation between company’s main business and CSR choice. The high correlation between a social issue and the corporations’ main business didn’t determine the attribution process, reputation did (Kim & Lee, 2012). Therefore it is expected that the more positive a firm’s reputation the easier to communicate a motive, which results in less skepticism and higher credibility.

This leads to the following hypothesis:

H3: The positive relationship between perceived self-serving motive and perceived CSR credibility is moderated by corporate reputation, so that this relationship is stronger when corporate reputation is positive and weaker when corporate reputation is negative.

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