Role of CSR in achieving customers’ satisfaction and retention during COVID-19 and post-pandemic period: Empirical evidence from emerging nations

IF 1.5 Q3 MANAGEMENT Human systems management Pub Date : 2022-04-22 DOI:10.3233/hsm-211564
Abdul Waheed, Faisal Shehzad, Farrah Arif, Anjam Aziz Abbas, Zahid Mehmood, Muhammad Usman
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引用次数: 2

Abstract

BACKGROUND: COVID-19 is an ongoing virus disease also recognized as a coronavirus pandemic that propelled the world to rethink organizational strategies during this unprecedented challenge. Although research on CSR has broadly been done over the past decades; nonetheless, how CSR can contribute a leading role in engaging the stakeholders such as customers during this pandemic period and post-pandemic is an important research gap that ought to be uncovered. OBJECTIVES: This study explores the impact of CSR on external stakeholders like customers and how organizations can dramatically sustain the relationships during the COVID-19 period. First, this study investigates the relationships between CSR and customer satisfaction (CS). Second, this study explores the relationships between CSR and customer retention (CR). Finally, the moderating impact of gender and education were examined among the proposed relationships. METHODS: Using the survey of 500 respondents, this study prospected the linkages among CSR, CS, and CR from China using a convenience sampling approach. The questionnaires were disseminated to 700 Chinese online shoppers between Jan 2020 and March 2020 and explored using SEM model. RESULTS: It found that customers are more attached and satisfied with those organizations that are socially responsible and value their stakeholders, especially during uncertain situations like COVID-19 since presently revealed a positive relationship between CSR and CS. Second, it is found that there is a positive influence of CSR on CR as well. Finally, the study affirmed the positive nexus of gender and education as the moderators among CSR, CR, and CS. CONCLUSION: CSR is always on the front line blending social and environmental goals into business operations, especially during uncertain times and challenges. Undeniably, the COVID-19 pandemic is not only a global health emergency but is also leading to a major global challenge that drives organizations to revisit policies to sustain the relationships with their stakeholders. This study concluded the positive nexus of CSR and affirmed the positive role in sustaining relationships with customers during distinct uncertainties like COVID-19.
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企业社会责任在COVID-19和大流行后时期实现客户满意度和保留率方面的作用:来自新兴国家的经验证据
背景:新冠肺炎是一种持续的病毒性疾病,也被认为是一种冠状病毒大流行,促使世界在这一前所未有的挑战中重新思考组织战略。尽管在过去的几十年里,对企业社会责任的研究已经广泛开展;尽管如此,在疫情期间和疫情后,企业社会责任如何在吸引客户等利益相关者方面发挥主导作用,这是一个重要的研究空白,应该加以弥补。目标:本研究探讨了企业社会责任对客户等外部利益相关者的影响,以及组织如何在新冠肺炎期间大幅维持关系。首先,本研究探讨了企业社会责任与顾客满意度之间的关系。其次,本研究探讨了企业社会责任与客户保留(CR)之间的关系。最后,研究了性别和教育在所提出的关系中的调节作用。方法:通过对500名受访者的调查,本研究采用方便抽样的方法对中国企业社会责任、CS和CR之间的联系进行了展望。调查问卷在2020年1月至2020年3月期间分发给了700名中国网购者,并使用SEM模型进行了探索。结果:研究发现,客户对那些对社会负责并重视利益相关者的组织更为重视和满意,尤其是在新冠肺炎等不确定的情况下,因为目前显示了企业社会责任和CS之间的积极关系。其次,研究发现企业社会责任对CR也有积极影响。最后,该研究肯定了性别和教育作为CSR、CR和CS的调节因素的积极关系。结论:企业社会责任始终站在将社会和环境目标融入企业运营的第一线,尤其是在不确定的时期和挑战时期。不可否认,新冠肺炎大流行不仅是一场全球卫生紧急事件,而且还导致了一项重大的全球挑战,促使各组织重新审视政策,以维持与利益相关者的关系。这项研究总结了企业社会责任的积极关系,并肯定了在新冠肺炎等明显不确定性期间维持与客户关系的积极作用。
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来源期刊
CiteScore
3.50
自引率
30.40%
发文量
56
期刊介绍: Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.
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