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Based on the principles of the stakeholder management theory, the purpose of this paper is to explore customers’ multidimensional perceptions of both banking companies and the corporate social responsibility (CSR) orientations of these companies. The paper also explores how these multidimensional perceptions affect customer identification and satisfaction towards banking companies.

A structural equation model is tested using information collected from 1,124 banking service customers.

The findings demonstrate that customers’ perceptions of customer-related CSR and broad legal and ethical issues have significant positive impact on both customer identification and satisfaction with banking companies. Perceptions of shareholder-related CSR also significantly boost customer satisfaction. In contrast, perceptions of employee- and community-related CSR do not have a profound effect on customer identification or satisfaction. These findings also confirm the importance of customer identification with the company as a key mediator in their satisfaction responses to the multidimensional perceptions of the companies’ CSR orientations.

The contribution of the paper is based on the exploration of a multidimensional approach, relying on the principles of the stakeholder management theory to study customer responses and perceptions of the CSR orientations of banking companies. Previous scholars have reported mixed findings while exploring customer responses to their perceptions of companies’ CSR orientations. However, they frequently considered customer CSR perceptions either as one-dimensional or a reflective second-order construct, thus ignoring the possibility of multidimensional CSR perceptions having multiple effects on customer responses such as identification and satisfaction.

This paper provides a practical framework for managers to develop a sustainable supply chain. Given that rapid globalization has increased supply disruption risk, managers have been forced to establish efficient and responsive supply chain strategies. Nevertheless, diverse uncertainty factors, such as risk perception of strategies, have made practical management difficult. Quantifying managers' risk perceptions and applying them to supply chain strategies allows the authors to propose a structural and practical model for managing supply disruption.

The existing structural model is refined by taking subjective factors into account using the analytic hierarchy process. The applicability of the refined model is demonstrated through a comparative case study.

Managers' risk perceptions vary not only among companies but also between managing divisions within a company, which necessitates possible changes in strategy due to environmental turbulence. The principal component analysis (PCA) characterizes managers' risk perceptions that illustrate companies' emphases on disruption risk.

The proposed approach quantifies risk perception, which enables practitioners to deal with subjective information in quantitative form. Comparative studies clarify differences in perception given different business backgrounds. The results provide managers with in-depth insights for establishing supply chain strategies reflecting their risk perception.

Quantification of managers' subjective risk perception clarifies both the trend and the individual features for uncertainties. The results allow the authors to conduct the PCA, which characterizes companies. Comparative studies generalize the results of extant work, shedding light on cross-sectional differences given different business backgrounds. The effectiveness of the approach is confirmed through retrospective interviews with practitioners.

This paper aims to identify factors influencing and shaping community perceptions of oil companies which present fertile ground for a better understanding of their actions.

A qualitative methodology is adopted where primary data were collected through semi-structured interviews from members of three communities in the Niger Delta: Ogbunabali community in Port Harcourt (Rivers State), Biogbolo community in Yenagoa (Bayelsa State) and Ogunu community in Warri (Delta State). The interview data were recorded, transcribed and qualitatively analysed using content analysis with NVivo software.

Perceptions regarding negative and positive aspects of the oil companies were identified. These included environmental concerns; lack of compensation; health effects; lack of social development; neglect of communities; not creating employment opportunities; and providing community and educational support.

A major limitation regards the small number of respondents selected from the communities. The sample of the interviewees was constrained by their availability and accessibility, which might have injected some bias. Gathering data from other stakeholders such as non-governmental organisations, consumers, investors and creditors may provide a deeper understanding of social and environmental practices. Another approach would be to extend this study by examining the perceptions of relevant government officials towards social and environmental concerns in developing countries.

The qualitative research methodology utilised in this study uses content analysis to examine views of communities about oil companies’ commitments to their social and environmental concerns. An understanding of social and environmental commitments allows diverse stakeholders such as communities to become more engaged with issues affecting them.

Risk is part of corporate activity and a consequence of the businesses' demands, the market and the changes in companies and their surroundings. The way that risk is managed is different between family and non-family businesses. The paper aims to compare the different risk types experienced in the context of the coronavirus disease (COVID-19) pandemic among family and non-family businesses and to analyze whether operational, legal, strategic and image risks influence financial risks.

The nature of the study is quantitative and based on a questionnaire survey that analyses the perception of risks by 1,090 family businesses and 557 non-family businesses.

The results show the existence of statistically significant differences in the perception of financial and legal risks between family and non-family businesses, where the former being the businesses that give more importance to these risks. The perception of operational, legal, strategic and image risks have a positive influence on the perception of financial risk in family and non-family businesses.

The results obtained in the study are important because they allow an understanding about the differences in risk management between family and non-family businesses, which can lead to greater corporate sustainability and increased financial performance.

The purpose of this paper is to develop a framework that describes and explains how corporate social responsibility (CSR) initiatives are perceived by customers and links customer perception to the notion of customer value perception. To explore customer value conception firstly, the perception of CSR initiatives is investigated; secondly, indications for the value-enhancing effects of CSR initiatives are studied, and finally, the varying effects which different value categories can have on customer attitudes and behaviour are extracted.

The data consists of 12 semi-structured interviews with customers of European telecommunication companies.

The results suggest that CSR initiatives, when communicated efficiently and considered as relevant by customers, will enhance two customer value categories: the extrinsic self-oriented value defined as efficiency and excellence and the intrinsic other-oriented value pertaining to ethics or spirituality. Enhancement of extrinsic self-oriented value imbeds the potential of CSR initiatives to affect customers’ purchase behaviour and thus strengthen ethical consumerism within the telecommunications industry.

The main implication for research is a better understanding of the relationship between customer perception and customer value perception in the field of ethical consumerism. Focussing on one industry for the study can be named as a limitation.

As indicated by the research, results by customers prioritised CSR initiative can affect the customer value perception, mainly the extrinsic/self-oriented value. If the company is aiming to change customer behaviour and to strengthen ethical consumerism, it is important that the customer experience of CSR initiatives improve excellence (quality) and/or efficiency of the product/service.

This paper fulfils an identified need of research on how CSR initiatives can influence consumer behaviour.

The purpose of this paper is to understand consumer reactions to security breaches and the best approach for companies to minimize the reputational damage that is done.

The authors assessed trust in a company following a data breach as well as perceptions of individual and corporate responsibility for data security and also measured individual personality.

The authors found that individuals held companies more responsible for protecting private data and held companies even more responsible following a data breach. Further, perception of responsibility for a data breach significantly affected individuals’ response to a company’s attempt to rebuild trust. Finally, participant personality impacted perceptions of responsibility and trust in a company after a data breach.

Companies are held more responsible for protecting private data than are individuals. Thus, violation of this expectation insofar as a data breach may result in a psychological contract breach which explains reductions in trust in a company which has experienced a data breach. Further, the effect of company’s responses to a data breach depends on individuals’ perception of responsibility and personality. Thus, the best course of action following a data breach may vary across customers.

Companies should consider differences in customer perceptions when responding to a data breach.

Individuals differ in how responsible they feel a company is for data security. Further, those differences impact reactions to data breach responses from companies.

This paper explored personality as it impacts perceptions of corporate responsibility in data security. Further, the authors explore the role of perception of responsibility to determine the role of psychological contract breach in reduced trust after data breach.

This paper aims to investigate the extent of shareholder engagement and satisfaction with corporate social responsibility (CSR) reports of a Chinese-owned company compared to an Australian-owned company in the Australian mining industry. The study is motivated by the speed, extent and nature of Chinese foreign direct investment in Australia, the resulting negative social attitudes and the impact on the perceptions of a report’s credibility.

The authors conducted a survey of 202 minority shareholders of two Australian mining companies, one has a Chinese majority shareholder and the other an Australian majority shareholder. The responses highlight users’ comparative perceptions of corporate motivations for reporting, the level of perceived shareholder power over reporting decisions and the resulting propensity to read CSR reports.

The authors found that, contrary to decision-usefulness theory, which posits that users will read CSR reports only if they are deemed to be reliable, that perceptions of poor credibility and poor CSR performance actually result in a higher propensity to read the reports. This suggests that the minority shareholders of the Chinese acquired firm are using reports to monitor the level of corporate accountability.

The findings have implications for firms operating in politically or socially sensitive industries that are likely to use CSR reporting as a legitimising strategy. The paper also provides guidance to regulators in the provision of information, which is meaningful to minority shareholders.

Although corporate social responsibility (CSR) is one of the essential marketing activities in the hotel industry, the effect of CSR perception on customer's revisit intention varies depending on mediators and contexts. Thus, this study aims to examine how hotel companies can effectively influence customers' patronage behaviors by leveraging overall customers' CSR perception, trust and commitment.

For this purpose, an online survey is conducted among hotel customers in the USA. Partial least squares–structural equation modeling is utilized to analyze the collected data.

The results show that customers' perception toward CSR does not have a direct effect on customers' revisit intention. Interestingly, the authors find that customers' perception influences their revisit intention only via increasing trust and commitment. Also, trust appears to be highly critical for positive behavioral outcomes than commitment.

The limitations of the current research are that the different types of CSR activities and customers' demographics were not compared.

Customers' revisit intention is created when hotel companies provide not only CSR initiatives but also customers' perceived connection with the hotel brand.

Tourism and hospitality companies have focused on CSR activities because CSR activities are influential strategies to attract customers who want meaningful, responsible and sustainable experiences. By applying the cognitive consistency theory, the results of this study indicate that hotel companies can successfully use CSR activities to develop customers' revisit intention by enhancing their relational value.

The purpose of this paper is to explore the moderating role of six personal traits in a causal model to study how customers’ perceptions of corporate social responsibility (CSR) influence their affective and behavioural responses to companies.

A structural equation model is tested in a sample of 1,124 banking service customers in Spain. Based on this model, a multisampling analysis is implemented to determine how gender, age, educational level, CSR support, collectivism and novelty seeking moderate customer responses to CSR perceptions.

The findings show that customer responses to CSR perceptions are consistently moderated by gender, age and CSR support. Men, people aged over 45 and highly supportive customers respond to CSR perceptions more positively than women, younger people and customers exhibiting a low level of CSR support. The findings concerning educational level and novelty seeking are less conclusive. Collectivism does not influence customer responses to CSR perceptions to any significant extent. Thus, the findings suggest that gender, age and CSR support are the most useful variables to segment the market to adapt CSR and communication strategies.

Previous literature has mostly focussed on identifying the personal traits that differentiate socially oriented customers from others. Thus, this paper contributes to previous literature by exploring the role customers’ personal traits play in the identification of differences in customers’ responses to their perceptions of the CSR implemented by companies that sell traditional services, such as banking services.

The purpose of this paper is to analyse how managers in a multinational corporation (MNC) experience corporate social responsibility (CSR); the concept, the reasons for dealing with it, and its integration in everyday practices. Moreover, the paper aims to discuss how the alignment and misalignment of managerial perceptions are likely to affect corporate social performance.

The analysis is based on a case study that includes interviews with ten managers and survey data from 149 manager respondents.

The paper concludes that managerial perceptions of CSR are characterised by a great deal of heterogeneity. It shows that, even in an organisation with a long CSR tradition and formalised CSR policies, standards and procedures, managers hold different, and not necessarily convergent, views of CSR.

The results indicate that simple categorisations of firms' CSR activities fail to encompass the multitude of perceptions and viewpoints that actually exist in modern organisations. Moreover, the paper questions whether managerial alignment on CSR issues is a precondition for high corporate social performance.