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Socially stigmatized service workers (SSWs) like probation officers, social workers, and even aged care workers are often subject to negative media scrutiny when a crisis occurs, leading to public ...

Despite proliferated growth in corporate social responsibility partnerships (CSRPs), there is limited understanding of how consumer groups native to an organization respond to partnership organizations (direct patrons). To redress this, an integrated theoretical framework incorporating consumer behavior, branding and CSR literature was developed focusing on drivers of consumer awareness leading to subsequent responses in a sports team and not-for-profit organization (NPO) partnership context. Systematic comparisons were also made by adopting the perspective of each native consumer group. The proposed conceptual model was tested with data obtained from sports team fans (n = 504) and NPO patrons (n = 355). Results indicate that consumer attributes and engagement with communication channels activate CSRP awareness, although website visitation does not and in line with associative network theory, each consumer group generally go through an awareness-to-action process. Multi-group results demonstrate a stronger intent to act among NPO patrons than fans, indicative of fans’ lower prioritization of CSRPs.

Purpose The purpose of this paper is to assess corporate social responsibility (CSR) implemented via social partnerships between professional sports teams and not-for-profit organizations according to current theoretical perspectives. Limited resources and outcomes often mean there is a gap between theory and practice, the implications of which are not well understood. Design/methodology/approach Five partnerships in Australian football were analyzed via case study methodology which incorporated interviews, analysis of websites, social media and annual reports. Findings Despite being used as a CSR tool, findings showed most organizations enter these arrangements to achieve instrumental outcomes. Further, such partnerships mostly operate at a basic stage often described as philanthropic. One partnership was seen as more advanced consisting of a workplace plan to enhance diversity. Practical implications It is advocated that managers adopt a more integrated partnership model consisting of formalized objectives, activity implementation, evaluation mechanisms, frequent interaction, top-level leadership involvement and promotion to sufficiently achieve CSR goals. Originality/value Addressing calls from past research into an examination of the variation of CSR in sports, this research is one of the first to compare multiple case studies to assess the strategic implementation of social partnerships in a professional sporting context. Accordingly, the study demonstrates how such partnerships can be evaluated against a prominent theoretical model, the Collaboration Continuum, enabling more robust social partnership strategies.

This study aims to investigate the impact of desired self-identity, green perceived value and altruistic values on brand loyalty towards green brands (i.e., electric and hybrid cars) and the mediating role of customer engagement behavior on these relationships. Further, this study proposes that greenwashing perception, which can be defined as consumers perceiving organizations to be dishonest about their environmental claims, moderates the indirect effect of desired self-identity, green perceived value and altruistic values on brand loyalty via customer engagement behavior. Data were collected from a nationwide online survey of 170 customers who have purchased and used electric and hybrid cars. Partial least squares structural equation modeling (PLS-SEM) using Smart-PLS and PROCESS were employed to test the hypotheses. This study’s findings indicate that desired self-identity, green perceived value and altruistic values positively influence consumer engagement behavior with the focal green car brands. Further, the mediating effect of customer engagement behavior on brand loyalty was generally found. Additionally, greenwashing perception was found to moderate the indirect effect of desired self-identity and altruistic values on brand loyalty via customer engagement behavior. The indirect effect of desired self-identity and altruistic values on brand loyalty via consumer engagement behavior was stronger at lower levels of greenwashing perception than at higher levels. This study offers key managerial implications on how green brands can promote customer engagement behavior and brand loyalty.