Csr Strategy

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CORPORATE SOCIAL RESPONSIBILITY STRATEGY, MARKETING PERFORMANCE AND MARKETING SUSTAINABILITY: AN EMPIRICAL INVESTIGATION OF ISO 14000 BUSINESSES IN THAILAND Srisunan Prasertsang, Mahasarakham Business School, Mahasarakham University, Thailand Phapruke Ussahawanitchakit, Mahasarakham Business School, Mahasarakham University, Thailand ABSTRACT This study examines the impacts of six dimensions of corporate social responsibility strategy on marketing sustainability through mediating influences of marketing image, customer satisfaction, stakeholder acceptance and marketing performance. Corporate social responsibility consists of human development, environment considerations, community involvements, product and service innovation, consumer attention, and competition tendency which is an important strategy that will help firm gain greater marketing image, customer satisfaction, stakeholder acceptance, marketing performance and marketing sustainability. Here, 106 ISO 14000 businesses in Thailand were chosen as the sample of the study. The results show that some dimensions of corporate social responsibility strategy have a significant effect on marketing image, customer satisfaction, stakeholder acceptance and marketing sustainability. Also, marketing performance has a potential positive influence on marketing sustainability. In addition, ethics vision and competitive intensity have a partial moderating effect on the relationship corporate social responsibility strategy, marketing image, customer satisfaction, stakeholder acceptance, marketing performance and marketing sustainability. Potential discussion with the research results is effectively implemented in the study. Theoretical and managerial contributions are explicitly provided. Conclusion and suggestions and directions for future research are highlighted. Keywords: Corporate Social Responsibility, Marketing Image, Customer Satisfaction, Stakeholder Acceptance, Marketing Performance, Ethics Vision, Competitive Intensity, Marketing Sustainability 1. INTRODUCTION Currently, most organizations that face business environments have rapidly changed both internally and externally at all times (Gumusluoglu and Ilsev, 2009). The main force includes science, markets, social system and political system (Lynes and Andrachuk, 2008). Competitive pressures are important factors for a company to adapt itself, particularly, globalization becoming new competitive threats (Perry and Towers, 2009). Accordingly, firms are forced to create new strategy in order to increase competitive ability and gain survival. Corporate social responsibility as a source of opportunity business is being considered as a marketing strategy, which can build brand loyalty and marketing image (Chahal and Sharma, 2006) that are heart and soul of business. CSR can take a liability but managers should be careful selecting social programs appropriate to connect between firms and customers (Becker-Olsen et al., 2006). Furthermore, corporate social responsibility activities can improve efficiency and management of innovations through enhancing corporate intangible assets such as reputation, brand and stakeholder management (Li and Toppinen, 2010). Also, Sprinkle and Maines (2010) sated that representing organizations are concerned about CSR activities (environment, social welfare, employees, consumer and stakeholders) that lead to many benefits such as increased cash inflows, reap free advertising, motivation and retaining of employees talent, enhance efficiencies and cost savings, and gain competitive advantage ultimately. Interestingly, corporate social responsibility strategy has played a significant role in explaining and determining marketing image, customer satisfaction, stakeholder acceptance, and economic success (Weber, 2008). It is a key tool in helping marketing performance and sustain in turbulent markets and environments. It consists of internal and external stakeholders, such as employees, customers, public and...
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