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ÇALIŞANLARIN KURUMSAL SOSYAL SORUMLULUK ALGISININ MÜŞTERİ ODAKLILIK VE ALGINAN PERFORMANS İLE İLİŞKİSİNİN İNCELENMESİ

Year 2022, , 851 - 870, 29.07.2022
https://doi.org/10.30798/makuiibf.912775

Abstract

Günümüz şartlarında, hangi sektörde faaliyet gösterdikleri fark etmeksizin tüm sektörler rekabet avantajı kazanmak için kurumsal sosyal sorumluluğu etkin olarak kullanmaktadır. Kurumsal sosyal sorumluluk araştırmaları çoğunlukla tüketicilerin algısında yoğunlaşmıştır, konuya çalışanların bakış açısına ihtiyaç bulunmaktadır. Bu çalışma çalışanların kurumsal sosyal sorumluluk algısının, müşteri odaklılık ve algılanan performans ile ilişkisini incelemektedir. 218 çalışandan elde edilen veriler Kısmi En Küçük Kareler (PLS) Yapısal Eşitlik Modellemesi tekniği ile analiz edilmiştir. Sonuçlar çalışanların KSS algısının tüm boyutlarının müşteri odaklılık ve algılanan performans ile pozitif ilişkili olduğunu göstermektedir. Algılanan performansı açıklayan en güçlü değişken algılanan çevresel KSS aktiviteleriyken, müşteri odaklılığı açıklayan en güçlü değişken algılanan etik KSS aktiviteleridir. Ayrıca, müşteri odaklılık, algılanan performans ile pozitif ilişkilidir. Sonuçlar çalışan-temelli KSS ve onun olası pozitif sonuçları için yararlı içgörüler sunmaktadır. Ayrıca çalışma sonuçları ile çalışan temelli KSS'deki araştırma boşluğunu doldurmayı ve bunun pazarlama ile ilgili çıktılar üzerindeki etkisini incelemeyi hedeflemektedir.

References

  • Aguinis, H. & Glavas, A. (2019). On corporate social responsibility, sensemaking, and the search for meaningfulness through work. Journal of Management, 45(3), 1057-1086.
  • Atuahene-Gima, K. & Ko, A. (2001). An empirical investigation of the effect of market orientation and entrepreneurship orientation alignment on product innovation. Organization Science, 12, 54-73.
  • Bhattacharya, C. B., Sen, S. & Korschun, D. (2008). Using corporate social responsibility to win the war for talent. MIT Sloan Management Review, 49(2), 37-44.
  • Bohdanowicz, P. & Zientara, P. (2009). Hotel Companies’ Contribution to Improving the Quality of Life of Local Communities and the Well-being of their Employees. Tourism and Hospitality Research, 9(2), 147-158.
  • Brady, M.K. & Cronin, Jr.J.J. (2001). Customer orientation: effects on customer service perceptions and outcome behaviors. Journal of Service Research, 3(3), 241-251.
  • Brown, T.J., Mowen, J.C., Donavan, D.T. & Licata, J.W. (2002). The customer orientation of service workers: personality trait effects on self- and supervisor performance ratings. Journal of Marketing Research, 39, 110-119.
  • Carmeli, A., Gilat, G. & Waldman, D. A. (2007). The role of perceived organizational performance in organizational identification, adjustment and job performance. Journal of Management Studies, 44, 972-992.
  • Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 34, 39–48.
  • Carroll, A. B. (2016). Carroll’s pyramid of CSR: taking another look. International Journal of Corporate Social Responsibility, 1, 1-8.
  • Chong, M. (2009). Employee participation in CSR and corporate identity: Insights from a disaster-response program in the Asia-Pacific. Corporate Reputation Review, 12, 106-119.
  • Crane, A. & Matten, D. (2004). Business ethics. Oxford: Oxford University Press.
  • Deshpande´, R., Farley, J. & Webster, F. (1993). Corporate culture, customer orientation, and innovativeness in Japanese companies: a quadrat analysis. Journal of Marketing, 57, 23-37.
  • Domi, S., Capelleras, J. & Musabelliu, B. (2020). Customer orientation and SME performance in Albania: A case study of the mediating role of innovativeness and innovation behavior. Journal of Vacation Marketing, 26, 130-146.
  • European Union, Corporate social responsibility & responsible business conduct. Retrieved from https://ec.europa.eu/growth/industry/sustainability/corporate-social-responsibility_en.
  • Farooq, M., Farooq, O. & Jasimuddin, S.M. (2014). Employees response to corporate social responsibility: Exploring the role of employees’ collectivist orientation’. European Management Journal, 32(6), 916-927.
  • Feng, T., S., Wang D., Lawton B. & Luo N. (2019). Customer orientation and firm performance: The joint moderating effects of ethical leadership and competitive intensity. Journal of Business Research, 100, 111-121.
  • Fornell, C. & Lacker, D.F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and Statistics. Journal of Marketing Research, 18(3), 382-388.
  • Galbreath, J. (2010). Drivers of corporate social responsibility: The role of formal strategic planning and firm culture. British Journal of Management, 21, 511-525.
  • Gallardo-Vázquez, D., Valdez-Juárez, L.E. & Castuera-Díaz, Á.M. (2019). Corporate Social Responsibility as an Antecedent of Innovation, Reputation, Performance, and Competitive Success: A Multiple Mediation Analysis. Sustainability, 11(20), 5614.
  • González-Rodríguez, M. R., Martín-Samper, R. C., Köseoglu, M. A. & Okumus, F. (2019). Hotels’ corporate social responsibility practices, organizational culture, firm reputation, and performance. Journal of Sustainable Tourism, 27, 398-419. DOI: 10.1080/09669582.2019.1585441
  • Ha, H-Y. & Park, K.H. (2012). Effects of perceived quality and satisfaction on brand loyalty in China: The moderating effect of customer orientation. African Journal of Business Management, 6, 6745-6753.
  • Hair, J. F., Ringle, C. M. & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-152.
  • Hair, J. F., Sarstedt, M., Ringle, C. M. & Mena, J. A. (2012). An assessment of the use of partial least squares structural equation modeling in marketing research. Journal of the Academy of Marketing Science, 40(3), 414-433.
  • Hair, Jr., J. F., Hult, G. T. M., Ringle, C. M. & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM). Thousand Oaks, CA: Sage Publications, Inc.
  • Hancock, J. (2005). Investing in corporate social responsibility. London: Kogan Page.
  • Hediger, W. (2010). Welfare and capital-theoretic foundations of corporate social responsibility and corporate sustainability. The Journal of Socio-Economics, 39(4), 518-526.
  • Hou, T.C.T. (2019). The relationship between corporate social responsibility and sustainable financial performance: Firm-level evidence from Taiwan. Corporate Social Responsibility and Environmental Management, 26, 19-28.
  • Hur, W., Moon, T. & Choi, W. (2019). The Role of Job Crafting and Perceived Organizational Support in the Link between Employees’ CSR Perceptions and Job Performance: A Moderated Mediation Model. Curr Psychol.
  • Hur,W., Moon, T. & Ko, S. (2018). How employees’ perceptions of CSR increase employee creativity: Mediating mechanisms of compassion at work and intrinsic motivation. Journal of Business Ethics, 153, 629-644.
  • Kang, K.H., Lee, S. & Huh, C. (2010). Impacts of positive and negative corporate social responsibility activities on company performance in the hospitality industry. International Journal of Hospitality Management, 29, 72-82.
  • Kärnä, J., Hansen, E. & Juslin, H. (2003). Social responsibility in environmental marketing planning. European Journal of Marketing, 37(5/6), 848-871.
  • Ki Lee, C. K., Song, H. J., Lee, H. M., Lee, S. & Bernhard, B. J. (2013). The impact of CSR on casino employees’ organizational trust, job satisfaction, and customer orientation: An empirical examination of responsible gambling strategies. International Journal of Hospitality Management, 33, 406-415.
  • Kim, H. L., Rhou, Y., Uysal, M. & Kwon, N. (2017). An examination of the links between corporate social responsibility (CSR) and its internal consequences. International Journal of Hospitality Management, 61, 26-34.
  • Korschun, D., Bhattacharya, C.B. & Swain, S.D. (2014). Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees. Journal of Marketing, 78, 20-37.
  • Kotler, P. & Lee, N. (2005). Corporate social responsibility: doing the most good for your company and your cause. New Jersey: John Wiley & Sons.
  • Lantos, G.P. (2001). The boundaries of strategic corporate social responsibility. Journal of Consumer Marketing, 18(7), 595-630.
  • Lee, E.M., Park S-Y. & Lee, H.J. (2013). Employee perception of CSR activities: Its antecedents and consequences. Journal of Business Research, 66, 1716-1724.
  • Luo, X. & Bhattacharya, C.B. (2006). Corporate social responsibility, customer satisfaction, and market share value. Journal of Marketing, 70(4), 1-18.
  • Maignan, I., Ferrell O.C. & Hult, G. T. (1999). Corporate Citizenship: Cultural Antecedents and Business Benefits. Journal of the Academy of Marketing Science, 27, 455-469.
  • Martos-Pedrero, A., Cortés-García, F.J. & Jiménez-Castillo, D. (2019). The Relationship between Social Responsibility and Business Performance: An Analysis of the Agri-Food Sector of Southeast Spain. Sustainability, 11, 6390.
  • Matten, D. & Moon, J. (2008). “Implicit” And “Explicit” Csr: A Conceptual Framework For a Comparative Understanding of Corporate Social Responsibility. Academy of Management Review, 33, 404-424.
  • Mohr, L.A., Webb, D.J. & Harris, K.E. (2005). Do consumers expect companies to be socially responsible? The impact of corporate social responsibility on buying behavior. Journal of Consumer Affairs, 35(1), 45-72.
  • Nwankwo, S. (1995). Developing A Customer Orientation. Journal of Consumer Marketing, 12, 5-15.
  • Okpara, J.O. (2009). Corporate Social Responsibility: An Analysis of Pertinent Issues, Challenges and Opportunities. Ethics and Critical Thinking Journal, 98-112.
  • Peña, A.I.P., Jamilena, D. M. F. & Molina, M. Á. R. (2013). Impact of Customer Orientation and ICT Use on the Perceived Performance of Rural Tourism Enterprises. Journal of Travel and Tourism Marketing, 30, 272-289.
  • Pirsch, J., Gupta, S. & Grau, S. (2007). A Framework for Unders¬tanding Corporate Social Responsibility Programs as a Continuum: An Exploratory Study. Journal of Business Ethics, 70(2), 125-140.
  • Rapp, A., Trainor, K. & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63, 1229-1236.
  • Rupp, D. E. & Mallory, D. B. (2015). Corporate social responsibility: Psychological, person-centric, and progressing. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 211- 236.
  • Sarstedt, M.. Ringle, C. M., Smith, D., Reams, R. & Hair Jr, J. F. (2014). Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers. Journal of Family Business Strategy, 5(1), 105-115.
  • Schaefer S. D., Terlutter R. & Diehl, S. (2019). Is my company really doing good? Factors influencing employees' evaluation of the authenticity of their company's corporate social responsibility engagement. Journal of Business Research, 101, 128-143.
  • Schuchard, R. (2010). Understanding the benefits of CSR. Retrieved from https://www.bsr.org/en/our-insights/understanding-the-benefits-of-csr.
  • Singhapakdi, A., Lee, D.J., Sirgy, M.J. & Senasu, K. (2015). The impact of incongruity between an organization’s CSR orientation and its employees’ CSR orientationon employees’ quality of work life. Journal of Business Research, 68, 60-66.
  • Stephenson, A. K. (2009). The Pursuit of CSR and Business Ethics Policies: Is it a Source of Competitive Advantage for Organizations?. Journal of American Academy of Business Cambridge, 14, 251-262.
  • Surroca, J., Tribo, J.A. & Waddock, S. (2010). Corporate responsibility and financial performance: The role of intangible resources. Strategic Management Journal, 31, 463-490.
  • Ting, I.W.K., Azizan, N.A., Bhaskaran, R.K. & Sukumaran, S.K. (2020). Corporate Social Performance and Firm Performance: Comparative Study among Developed and Emerging Market Firms. Sustainability, 12(26).
  • Vaaland, T., Heide, M.& Gronhaug, K. (2008). Corporate social responsibility: Investigating theory and research in the marketing context. European Journal of Marketing, 42, 927-953.
  • Van Marrewijk, M. (2003). Concepts and Definitions of CSR and Corporate Sustainability: Between Agency and Communion. Journal of Business Ethics, 44, 95-105.
  • Vos, J.F.J. (2003). Corporate Social Responsibility and the Identification of Stakeholders. Corporate Social Responsibility and Environmental Management, 10(3), 141-152.
  • Yang, M., Bento, P. & Akbar, A. (2019). Does CSR Influence Firm Performance Indicators? Evidence from Chinese Pharmaceutical Enterprises. Sustainability, 11, 5656.
  • Zhu, Y., Sun, L.-Y. & Leung, A. S. M. (2014). Corporate social responsibility, firm reputation, and firm performance: The role of ethical leadership. Asia Pacific Journal of Management, 31, 925-947.

EXAMINING THE RELATIONS BETWEEN EMPLOYEES’ PERCEPTION OF CORPORATE SOCIAL RESPONSIBILITY, CUSTOMER ORIENTATION AND PERCEIVED PERFORMANCE

Year 2022, , 851 - 870, 29.07.2022
https://doi.org/10.30798/makuiibf.912775

Abstract

In today's conditions, almost all businesses, of regardless of the sector they operate in, use social responsibility effectively to gain competitive advantage. Researches on corporate social responsibility commonly centered on customers’ perception, while investigating employees’ point of view is still needed. This research investigates relations between employee perceptions of corporate social responsibility, customer orientation, and perceived performance. Data were obtained from 218 employees and analyzed by Partial Least Squares (PLS) Structural Equation Modelling technique. Results show that all dimensions of employees’ perception of CSR are positively related to customer orientation and perceived performance. Perceived environmental CSR activities are the strongest variable to explain perceived performance whereas perceived ethical CSR activities are the strongest variable to determine customer orientation. Furthermore, customer orientation is positively related to perceived performance. Results provide fruitful insights for employee-based CSR and its possible positive consequences. Furthermore, the study intends to fill the research void in employee-based CSR and investigate its effect on marketing related outputs with its results.

References

  • Aguinis, H. & Glavas, A. (2019). On corporate social responsibility, sensemaking, and the search for meaningfulness through work. Journal of Management, 45(3), 1057-1086.
  • Atuahene-Gima, K. & Ko, A. (2001). An empirical investigation of the effect of market orientation and entrepreneurship orientation alignment on product innovation. Organization Science, 12, 54-73.
  • Bhattacharya, C. B., Sen, S. & Korschun, D. (2008). Using corporate social responsibility to win the war for talent. MIT Sloan Management Review, 49(2), 37-44.
  • Bohdanowicz, P. & Zientara, P. (2009). Hotel Companies’ Contribution to Improving the Quality of Life of Local Communities and the Well-being of their Employees. Tourism and Hospitality Research, 9(2), 147-158.
  • Brady, M.K. & Cronin, Jr.J.J. (2001). Customer orientation: effects on customer service perceptions and outcome behaviors. Journal of Service Research, 3(3), 241-251.
  • Brown, T.J., Mowen, J.C., Donavan, D.T. & Licata, J.W. (2002). The customer orientation of service workers: personality trait effects on self- and supervisor performance ratings. Journal of Marketing Research, 39, 110-119.
  • Carmeli, A., Gilat, G. & Waldman, D. A. (2007). The role of perceived organizational performance in organizational identification, adjustment and job performance. Journal of Management Studies, 44, 972-992.
  • Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 34, 39–48.
  • Carroll, A. B. (2016). Carroll’s pyramid of CSR: taking another look. International Journal of Corporate Social Responsibility, 1, 1-8.
  • Chong, M. (2009). Employee participation in CSR and corporate identity: Insights from a disaster-response program in the Asia-Pacific. Corporate Reputation Review, 12, 106-119.
  • Crane, A. & Matten, D. (2004). Business ethics. Oxford: Oxford University Press.
  • Deshpande´, R., Farley, J. & Webster, F. (1993). Corporate culture, customer orientation, and innovativeness in Japanese companies: a quadrat analysis. Journal of Marketing, 57, 23-37.
  • Domi, S., Capelleras, J. & Musabelliu, B. (2020). Customer orientation and SME performance in Albania: A case study of the mediating role of innovativeness and innovation behavior. Journal of Vacation Marketing, 26, 130-146.
  • European Union, Corporate social responsibility & responsible business conduct. Retrieved from https://ec.europa.eu/growth/industry/sustainability/corporate-social-responsibility_en.
  • Farooq, M., Farooq, O. & Jasimuddin, S.M. (2014). Employees response to corporate social responsibility: Exploring the role of employees’ collectivist orientation’. European Management Journal, 32(6), 916-927.
  • Feng, T., S., Wang D., Lawton B. & Luo N. (2019). Customer orientation and firm performance: The joint moderating effects of ethical leadership and competitive intensity. Journal of Business Research, 100, 111-121.
  • Fornell, C. & Lacker, D.F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and Statistics. Journal of Marketing Research, 18(3), 382-388.
  • Galbreath, J. (2010). Drivers of corporate social responsibility: The role of formal strategic planning and firm culture. British Journal of Management, 21, 511-525.
  • Gallardo-Vázquez, D., Valdez-Juárez, L.E. & Castuera-Díaz, Á.M. (2019). Corporate Social Responsibility as an Antecedent of Innovation, Reputation, Performance, and Competitive Success: A Multiple Mediation Analysis. Sustainability, 11(20), 5614.
  • González-Rodríguez, M. R., Martín-Samper, R. C., Köseoglu, M. A. & Okumus, F. (2019). Hotels’ corporate social responsibility practices, organizational culture, firm reputation, and performance. Journal of Sustainable Tourism, 27, 398-419. DOI: 10.1080/09669582.2019.1585441
  • Ha, H-Y. & Park, K.H. (2012). Effects of perceived quality and satisfaction on brand loyalty in China: The moderating effect of customer orientation. African Journal of Business Management, 6, 6745-6753.
  • Hair, J. F., Ringle, C. M. & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-152.
  • Hair, J. F., Sarstedt, M., Ringle, C. M. & Mena, J. A. (2012). An assessment of the use of partial least squares structural equation modeling in marketing research. Journal of the Academy of Marketing Science, 40(3), 414-433.
  • Hair, Jr., J. F., Hult, G. T. M., Ringle, C. M. & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM). Thousand Oaks, CA: Sage Publications, Inc.
  • Hancock, J. (2005). Investing in corporate social responsibility. London: Kogan Page.
  • Hediger, W. (2010). Welfare and capital-theoretic foundations of corporate social responsibility and corporate sustainability. The Journal of Socio-Economics, 39(4), 518-526.
  • Hou, T.C.T. (2019). The relationship between corporate social responsibility and sustainable financial performance: Firm-level evidence from Taiwan. Corporate Social Responsibility and Environmental Management, 26, 19-28.
  • Hur, W., Moon, T. & Choi, W. (2019). The Role of Job Crafting and Perceived Organizational Support in the Link between Employees’ CSR Perceptions and Job Performance: A Moderated Mediation Model. Curr Psychol.
  • Hur,W., Moon, T. & Ko, S. (2018). How employees’ perceptions of CSR increase employee creativity: Mediating mechanisms of compassion at work and intrinsic motivation. Journal of Business Ethics, 153, 629-644.
  • Kang, K.H., Lee, S. & Huh, C. (2010). Impacts of positive and negative corporate social responsibility activities on company performance in the hospitality industry. International Journal of Hospitality Management, 29, 72-82.
  • Kärnä, J., Hansen, E. & Juslin, H. (2003). Social responsibility in environmental marketing planning. European Journal of Marketing, 37(5/6), 848-871.
  • Ki Lee, C. K., Song, H. J., Lee, H. M., Lee, S. & Bernhard, B. J. (2013). The impact of CSR on casino employees’ organizational trust, job satisfaction, and customer orientation: An empirical examination of responsible gambling strategies. International Journal of Hospitality Management, 33, 406-415.
  • Kim, H. L., Rhou, Y., Uysal, M. & Kwon, N. (2017). An examination of the links between corporate social responsibility (CSR) and its internal consequences. International Journal of Hospitality Management, 61, 26-34.
  • Korschun, D., Bhattacharya, C.B. & Swain, S.D. (2014). Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees. Journal of Marketing, 78, 20-37.
  • Kotler, P. & Lee, N. (2005). Corporate social responsibility: doing the most good for your company and your cause. New Jersey: John Wiley & Sons.
  • Lantos, G.P. (2001). The boundaries of strategic corporate social responsibility. Journal of Consumer Marketing, 18(7), 595-630.
  • Lee, E.M., Park S-Y. & Lee, H.J. (2013). Employee perception of CSR activities: Its antecedents and consequences. Journal of Business Research, 66, 1716-1724.
  • Luo, X. & Bhattacharya, C.B. (2006). Corporate social responsibility, customer satisfaction, and market share value. Journal of Marketing, 70(4), 1-18.
  • Maignan, I., Ferrell O.C. & Hult, G. T. (1999). Corporate Citizenship: Cultural Antecedents and Business Benefits. Journal of the Academy of Marketing Science, 27, 455-469.
  • Martos-Pedrero, A., Cortés-García, F.J. & Jiménez-Castillo, D. (2019). The Relationship between Social Responsibility and Business Performance: An Analysis of the Agri-Food Sector of Southeast Spain. Sustainability, 11, 6390.
  • Matten, D. & Moon, J. (2008). “Implicit” And “Explicit” Csr: A Conceptual Framework For a Comparative Understanding of Corporate Social Responsibility. Academy of Management Review, 33, 404-424.
  • Mohr, L.A., Webb, D.J. & Harris, K.E. (2005). Do consumers expect companies to be socially responsible? The impact of corporate social responsibility on buying behavior. Journal of Consumer Affairs, 35(1), 45-72.
  • Nwankwo, S. (1995). Developing A Customer Orientation. Journal of Consumer Marketing, 12, 5-15.
  • Okpara, J.O. (2009). Corporate Social Responsibility: An Analysis of Pertinent Issues, Challenges and Opportunities. Ethics and Critical Thinking Journal, 98-112.
  • Peña, A.I.P., Jamilena, D. M. F. & Molina, M. Á. R. (2013). Impact of Customer Orientation and ICT Use on the Perceived Performance of Rural Tourism Enterprises. Journal of Travel and Tourism Marketing, 30, 272-289.
  • Pirsch, J., Gupta, S. & Grau, S. (2007). A Framework for Unders¬tanding Corporate Social Responsibility Programs as a Continuum: An Exploratory Study. Journal of Business Ethics, 70(2), 125-140.
  • Rapp, A., Trainor, K. & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63, 1229-1236.
  • Rupp, D. E. & Mallory, D. B. (2015). Corporate social responsibility: Psychological, person-centric, and progressing. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 211- 236.
  • Sarstedt, M.. Ringle, C. M., Smith, D., Reams, R. & Hair Jr, J. F. (2014). Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers. Journal of Family Business Strategy, 5(1), 105-115.
  • Schaefer S. D., Terlutter R. & Diehl, S. (2019). Is my company really doing good? Factors influencing employees' evaluation of the authenticity of their company's corporate social responsibility engagement. Journal of Business Research, 101, 128-143.
  • Schuchard, R. (2010). Understanding the benefits of CSR. Retrieved from https://www.bsr.org/en/our-insights/understanding-the-benefits-of-csr.
  • Singhapakdi, A., Lee, D.J., Sirgy, M.J. & Senasu, K. (2015). The impact of incongruity between an organization’s CSR orientation and its employees’ CSR orientationon employees’ quality of work life. Journal of Business Research, 68, 60-66.
  • Stephenson, A. K. (2009). The Pursuit of CSR and Business Ethics Policies: Is it a Source of Competitive Advantage for Organizations?. Journal of American Academy of Business Cambridge, 14, 251-262.
  • Surroca, J., Tribo, J.A. & Waddock, S. (2010). Corporate responsibility and financial performance: The role of intangible resources. Strategic Management Journal, 31, 463-490.
  • Ting, I.W.K., Azizan, N.A., Bhaskaran, R.K. & Sukumaran, S.K. (2020). Corporate Social Performance and Firm Performance: Comparative Study among Developed and Emerging Market Firms. Sustainability, 12(26).
  • Vaaland, T., Heide, M.& Gronhaug, K. (2008). Corporate social responsibility: Investigating theory and research in the marketing context. European Journal of Marketing, 42, 927-953.
  • Van Marrewijk, M. (2003). Concepts and Definitions of CSR and Corporate Sustainability: Between Agency and Communion. Journal of Business Ethics, 44, 95-105.
  • Vos, J.F.J. (2003). Corporate Social Responsibility and the Identification of Stakeholders. Corporate Social Responsibility and Environmental Management, 10(3), 141-152.
  • Yang, M., Bento, P. & Akbar, A. (2019). Does CSR Influence Firm Performance Indicators? Evidence from Chinese Pharmaceutical Enterprises. Sustainability, 11, 5656.
  • Zhu, Y., Sun, L.-Y. & Leung, A. S. M. (2014). Corporate social responsibility, firm reputation, and firm performance: The role of ethical leadership. Asia Pacific Journal of Management, 31, 925-947.
There are 60 citations in total.

Details

Primary Language English
Journal Section Research Articles
Authors

Ebru Enginkaya 0000-0003-1137-3470

Gizem Köse 0000-0003-4075-7166

Publication Date July 29, 2022
Submission Date April 10, 2021
Published in Issue Year 2022

Cite

APA Enginkaya, E., & Köse, G. (2022). EXAMINING THE RELATIONS BETWEEN EMPLOYEES’ PERCEPTION OF CORPORATE SOCIAL RESPONSIBILITY, CUSTOMER ORIENTATION AND PERCEIVED PERFORMANCE. Journal of Mehmet Akif Ersoy University Economics and Administrative Sciences Faculty, 9(2), 851-870. https://doi.org/10.30798/makuiibf.912775

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