The authors wish to thank Senior Lecturer Stephen Pavelin (University of Reading) for his helpful comments on earlier drafts of this paper. The authors would also like to thank three anonymous reviewers who provided most helpful comments when this paper was presented at the AoM conference in Montreal in 2010. The authors also wish to acknowledge the support of Professors Arthur Money and Philip Samouel during the research process.
Unpacking the Mechanism by which Corporate Responsibility Impacts Stakeholder Relationships
Article first published online: 28 NOV 2011
© 2011 The Author(s). British Journal of Management © 2011 British Academy of Management
British Journal of Management
Volume 24, Issue 1, pages 127–146, March 2013
How to Cite
Hillenbrand, C., Money, K. and Ghobadian, A. (2013), Unpacking the Mechanism by which Corporate Responsibility Impacts Stakeholder Relationships. British Journal of Management, 24: 127–146. doi: 10.1111/j.1467-8551.2011.00794.x
- Issue published online: 22 JAN 2013
- Article first published online: 28 NOV 2011
Most research on corporate responsibility (CR) has investigated CR from the perspective of organizations, often focusing on how organizations define, manage and implement CR to gain benefits or competitive advantage. The benefits of CR for organizations are, however, often said to be achieved through increased support of stakeholders. Despite this, limited attention has been given to understanding CR from the perspective of stakeholders and, in particular, the mechanism by which CR drives stakeholder support. This study addresses this deficit. Building on advances in the application of psychological theories to the field of management, the research develops and empirically tests a theoretical model of how CR-related experiences and beliefs drive stakeholder trust and positive intent. The research is conducted with customers (n = 708) and employees (n = 359) of a service organization in the UK that introduced a range of CR-related activities into their business. The findings contribute to literature by empirically demonstrating (a) the impact of CR-related experiences on the development of beliefs about, and trust towards, the organization; (b) the importance of ‘others-related’ CR experiences even in the presence of ‘self-related’ CR experiences; and (c) the role of beliefs as partial mediators in how experiences of CR, both ‘self-related’ and ‘others-related’, translate into trust and positive intent.