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Digital ubiquity and penetration across private, corporate, and public spheres have expanded contemporary notions of corporate social responsibility (CSR) and by extension, transformed the nature of stakeholder relationship management. The advent of social media, in particular, has blurred traditional boundaries between stakeholders and publics, making it difficult to define who counts and acts as a CSR stakeholder at any point in time. This chapter explores the intersections of these developments and advances a network-centered approach for strategic stakeholder relationship management in the digital age. It suggests that assessing CSR stakeholder salience based on network-level dynamics (i.e., the relations and connections between stakeholders) rather than those at the dyadic level (i.e., attributes within a corporate– CSR stakeholder relationship) can help organizations to better identify and prioritize critical CSR stakeholder concerns in the new media environment. We discuss the benefits and potential challenges associated with this framework and identify directions for future research.

International audience; Using a case study of the tea producer Eastern Produce Malawi, this research investigates which factors which influence companies upstream in the global supply chains to adopt a corporate social responsibility (CSR) agenda. Although external pressures, such as demands from Western consumers or international organizations and their related initiatives, may have shaped Eastern Produce Malawi's CSR agenda, strong internal organizational contingencies, including transformational leaders who recognize the significance of ethical issues and strong organizational values, led it to adopt this CSR agenda in practice. This study underscores the significance of using an integrative framework to explain various CSR drivers for companies. It concludes with managerial and public policy implications, as well as areas for further research. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment

Understanding decision-making processes for gifts is of strategic importance for companies selling small electrical appliances as gifts account for a large part of their sales. Among all gifts, the ones that are surprising are the most valued by recipients. However, research about decision-making processes involved in surprise gift purchases is lacking. This article shows, for example, that design and money back guarantees are more important for the purchase of surprise gifts than other gifts. The brand name, however, appears to be less important. Also, surprise gifts are more often bought on the spot, without extended information search (similar to impulse purchases).

Viral marketing involves consumers passing along a company's marketing message to their friends, family, and colleagues. This chapter reviews viral marketing campaigns and argues that the emotion of surprise often is at work and that this mechanism resembles that of word-of-mouth marketing. Examining the literature on the emotion of surprise, the chapter next explains how a surprise is created and shared. Overall, the chapter shows how surprise can be a useful tool in a viral marketing campaign. Lastly, conclusions of interest to managers are drawn.

This research investigates the specific influence of the emotion of surprise on customer transaction-specific satisfaction. Four empirical studies-two field studies (a diary study and a cross section survey) and two experiments-were conducted. The results show that surprise positively [negatively] influences satisfaction directly and indirectly (via the amplification of positive [negative] emotions), even when disconfirmation is taken into account in the model. The amplification property of surprise and the How-do-I-feel-about-it? heuristic are believed to explain this influence. Some results also show that surprised customers display higher levels of satisfaction and dissatisfaction than non surprised customers.

Empirical findings suggest that surprise plays an important role in consumer satisfaction, but there is a lack of theory to explain why this is so. The present paper provides explanations for the process through which positive (negative) surprise might enhance (reduce) consumer satisfaction. First, the arousal that is part of the surprise reaction can contaminate subsequent positive affective reactions or emotions about the product or service. Second, the surprise reaction allows for a strong focus on a single product or service aspect. This will create more accessible knowledge that may have a disproportionate effect on memory-based satisfaction judgements. In addition, several possible moderators of the surprise-satisfaction relationship are described. Finally, the managerial implications of the proposed processes and moderators are discussed

The economic, social and environmental benefits of doing business sustainably are now well established, with many industries fully embracing and integrating sustainable practices. However, some industries are facing greater challenges and struggling to embrace sustainable practices. For example, the issue of sustainability within the seafood industry is highly topical, with a 2014 Google search on the term “sustainable fish” scoring over 37.4 million hits. Despite a groundswell of discussion and action within the seafood industry, the current literature on seafood sustainability remains emergent. While consumers are the stakeholder group that arguably has the most potential interest, the actions of all other stakeholders within the industry affect choices available to them. Accordingly, this paper reviews the current literature and seeks to identify how each stakeholder defines and seeks to manage the issue of seafood sustainability. \ud Several sources of confusion, ambiguity and conflict in the field (including gaps in current research) are evident. Consumers are either confused or ambivalent about sustainability with respect to seafood and there is a lack of consensus on what sustainability means across the seafood supply chain, with differing perspectives across the various stakeholders involved with the industry including governments, NGOs, the seafood industry itself (producers, processors, and distributors), and consumers. The review provides an understanding of consumers and other stakeholder perspectives with respect to the sustainability of seafood and provides a basis for developing strategies to reduce ambiguity, promote clarity and shared understandings regarding sustainable seafood, and also opportunities to increase knowledge, potentially leading to more sustainably managed seafood supply chains.