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A New Understanding of Marketing and "Doing Good": Marketing's Power in the TMT and Corporate Social Responsibility.

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Title: A New Understanding of Marketing and "Doing Good": Marketing's Power in the TMT and Corporate Social Responsibility.
Authors: Sun, Wenbin1 (AUTHOR), Govind, Rahul2 (AUTHOR) r.govind@unsw.edu.au
Source: Journal of Business Ethics. Feb2022, Vol. 176 Issue 1, p89-109. 21p. 6 Charts, 3 Graphs.
Subject Terms: Marketing, Social responsibility of business, Customer loyalty, Customer satisfaction, Customer cocreation, Enterprise value
Abstract: The traditional understanding of corporate social responsibility (CSR) has largely been focused on its downstream performance implications, particularly its associations with firms' customer market metrics such as customer loyalty, customer satisfaction and customer co-creation as well as financial ones such as firm value, return on assets etc. However, given the close relationship between CSR and marketing that literature has identified, it is surprising that the relationship between a focal upstream construct, i.e. the marketing function's power within a firm and the firm's propensity toward CSR has not been addressed in the literature. Examining the link between marketing's power (MP) in a firm's top management team (TMT) and firm CSR levels, we investigate how this fundamental TMT configuration, i.e. the distribution of marketing power in the TMT, motivates the firm's social endeavors. Further, we formulate this relationship in a contingency-based model that incorporates the moderating effects of firm size, firm age, service intensity, and resource slack across 1569 firms operating in 63 industries. In addition to their effect on CSR, this study shows how MP in TMT may influence corporate social irresponsibility (CSI) as well as CSR capability after controlling for industry type. The inclusion on these additional dimensions of CSR (CSI and CSR capability) complements our analyses of the effect that MP has on CSR. The research contributes to a deeper understanding of CSR's fundamental corporate determinants as well as identifies the essential role of the marketing function in firms' CSR strategy. In this process, it yields useful implications for multiple streams of theory as well as for business practices. [ABSTRACT FROM AUTHOR]
Copyright of Journal of Business Ethics is the property of Springer Nature and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Data: A New Understanding of Marketing and "Doing Good": Marketing's Power in the TMT and Corporate Social Responsibility.
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  Data: <searchLink fieldCode="AR" term="%22Sun%2C+Wenbin%22">Sun, Wenbin</searchLink><relatesTo>1</relatesTo> (AUTHOR)<br /><searchLink fieldCode="AR" term="%22Govind%2C+Rahul%22">Govind, Rahul</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> r.govind@unsw.edu.au</i>
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  Data: <searchLink fieldCode="JN" term="%22Journal+of+Business+Ethics%22">Journal of Business Ethics</searchLink>. Feb2022, Vol. 176 Issue 1, p89-109. 21p. 6 Charts, 3 Graphs.
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  Data: <searchLink fieldCode="DE" term="%22Marketing%22">Marketing</searchLink><br /><searchLink fieldCode="DE" term="%22Social+responsibility+of+business%22">Social responsibility of business</searchLink><br /><searchLink fieldCode="DE" term="%22Customer+loyalty%22">Customer loyalty</searchLink><br /><searchLink fieldCode="DE" term="%22Customer+satisfaction%22">Customer satisfaction</searchLink><br /><searchLink fieldCode="DE" term="%22Customer+cocreation%22">Customer cocreation</searchLink><br /><searchLink fieldCode="DE" term="%22Enterprise+value%22">Enterprise value</searchLink>
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  Data: The traditional understanding of corporate social responsibility (CSR) has largely been focused on its downstream performance implications, particularly its associations with firms' customer market metrics such as customer loyalty, customer satisfaction and customer co-creation as well as financial ones such as firm value, return on assets etc. However, given the close relationship between CSR and marketing that literature has identified, it is surprising that the relationship between a focal upstream construct, i.e. the marketing function's power within a firm and the firm's propensity toward CSR has not been addressed in the literature. Examining the link between marketing's power (MP) in a firm's top management team (TMT) and firm CSR levels, we investigate how this fundamental TMT configuration, i.e. the distribution of marketing power in the TMT, motivates the firm's social endeavors. Further, we formulate this relationship in a contingency-based model that incorporates the moderating effects of firm size, firm age, service intensity, and resource slack across 1569 firms operating in 63 industries. In addition to their effect on CSR, this study shows how MP in TMT may influence corporate social irresponsibility (CSI) as well as CSR capability after controlling for industry type. The inclusion on these additional dimensions of CSR (CSI and CSR capability) complements our analyses of the effect that MP has on CSR. The research contributes to a deeper understanding of CSR's fundamental corporate determinants as well as identifies the essential role of the marketing function in firms' CSR strategy. In this process, it yields useful implications for multiple streams of theory as well as for business practices. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Journal of Business Ethics is the property of Springer Nature and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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      – SubjectFull: Social responsibility of business
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      – SubjectFull: Customer loyalty
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              Text: Feb2022
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