<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>CSR activities such as charitable giving, environmental programs and ethical practices can motivate frontline employees. One of the key variables is organizational identification. CSR communicates values, and, if these values are consistent with a person’s own value system, it results in higher identification with the company. 
Employees who notice that consumers are fond of the company’s CSR activities will identify even more with the company. If CSR ranks high in their own personal value system and the value system of the consumer as well, they find common ground for conversations beyond immediate business talk. CSR can be an icebreaker in conversations with customers. Once service employees find out that customers share their passion for social or environmental causes, it creates a bond that is highly motivating. They become more confident that they know what the customers want. They are more motivated to serve those customers when they see that both of them care about the same sorts of things.
</p>
</abstract>

CSR activities such as charitable giving, environmental programs and ethical practices can motivate frontline employees. One of the key variables is organizational identification. CSR communicates values, and, if these values are consistent with a person’s own value system, it results in higher identification with the company. 
Employees who notice that consumers are fond of the company’s CSR activities will identify even more with the company. If CSR ranks high in their own personal value system and the value system of the consumer as well, they find common ground for conversations beyond immediate business talk. CSR can be an icebreaker in conversations with customers. Once service employees find out that customers share their passion for social or environmental causes, it creates a bond that is highly motivating. They become more confident that they know what the customers want. They are more motivated to serve those customers when they see that both of them care about the same sorts of things.

CSR and the Frontline Context: How Social Programs Improve Customer Service

Daniel Korschun, Professor of Marketing, LeBow College of Business, Drexel University, Philadelphia, USA

sProfessor of Marketing, Pietro Ferrero Chair in Sustainability of ESMT European School of Management and Technology, Berlin,

Professor of Marketing, College of Business and Behavioral Science, Clemson University, Clemson SC, USA

NIM Marketing Intelligence Review

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

{"article-title":"CSR and the Frontline Context: How Social Programs Improve Customer Service"}

CSR activities such as charitable giving, environmental programs and ethical practices can motivate frontline employees. One of the key variables is...

CSR and the Frontline Context: How Social Programs Improve Customer Service

Data publikacji: 29 kwi 2016

Zakres stron: 24 - 29

DOI: https://doi.org/10.1515/gfkmir-2016-0004

Słowa kluczowe
Corporate Social Responsibility, Organizational Identification, Employee-Customer Identification, Customer Orientation, Job Performance

© 2016

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

CSR and the Frontline Context: How Social Programs Improve Customer Service

Data publikacji: 29 kwi 2016

Zakres stron: 24 - 29

DOI: https://doi.org/10.1515/gfkmir-2016-0004

Słowa kluczoweCorporate Social Responsibility, Organizational Identification, Employee-Customer Identification, Customer Orientation, Job Performance

© 2016

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Słowa kluczowe
Corporate Social Responsibility, Organizational Identification, Employee-Customer Identification, Customer Orientation, Job Performance