[We’re pleased to welcome author Nancy E. Landrum of Loyola University Chicago. Landrum recently published an article in Stages of Corporate Sustainability: Integrating the Strong Sustainability Worldview,” which is currently free to read for a limited time. Below, Landrum reflects on the inspiration for conducting her research and her contribution to the field:]
I recently read sustainability reports produced by mining companies. The reports stated the companies were balancing economic, social, and environmental responsibilities, their environmental impact was minimized while their social benefits were maximized, and they were striving to be environmental leaders. Yet the dictionary describes sustainability as using a resource in a way that it is not depleted or permanently damaged. I thought it was ironic that mining companies could claim they were operating sustainably since resource depletion is the purpose of mining.
I went back to the literature on the sustainability spectrum which suggests that sustainability is a continuum that ranges from weak to strong sustainability. It occurred to me that while the mining companies’ activities did not match my understanding of sustainability, there could, in fact, be multiple interpretations of sustainability. Companies’ activities could be placed along the sustainability spectrum to define whether they were following the principles of weak sustainability, strong sustainability, or somewhere in between.
This lead to the integration of 22 micro- and macro-level models of stages of development in corporate sustainability which were then aligned with the sustainability spectrum. I found that existing models had numerous stages that aligned with weak sustainability but did not include stages that aligned with strong sustainability. The integration of existing models and subsequent alignment with the sustainability spectrum resulted in the creation of a new unified model for stages of corporate sustainability that now included strong sustainability.
This new model allows us to see that companies can be at varying points along the sustainability spectrum and reveals multiple interpretations of sustainability. While mining companies might be at one end of the spectrum, more progressive companies might be further along the spectrum; they are at different stages based upon their differing interpretations of corporate sustainability. Most importantly, with the inclusion of strong sustainability, this new model expands our view beyond what currently defines corporate sustainability and opens new territory for the pursuit of a more sustainable future.
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It’s often seen and experienced that retail stores, restaurants, and supermarkets ask for a donation to the cause of the season when you checkout. How often do you donate and agree to that $1-$5 on the pin pad? If you do donate, do you feel like an avid supporter of both the store you’re shopping at and the featured charity? Researchers and authors Michael Giebelhausen, Benjamin Lawrence, HaeEun Helen Chun, and Liwu Hsu go so far as to say people feel a “warm glow” when agreeing to donate on a whim.
They recently published an article in Cornell Hospitality Quarterly entitled, “The Warm Glow of Restaurant Checkout Charity,” which is currently free to read for a limited time. The abstract for this article is below:
Checkout charity is a phenomenon whereby frontline employees (or self-service technologies) solicit charitable donations from customers during the payment process. Despite its growing ubiquity, little is known about this salient aspect of the service experience. The present research examines checkout charity in the context of fast-food restaurants and finds that, when customers donate, they experience a “warm glow” that mediates a relationship between donating and store repatronage. Study 1 utilizes three scenario-based experiments to explore the phenomenon across different charities and different participant populations using both self-selection and random assignment designs. Study 2 replicates with a field study. Study 3 examines national store–level sales data from a fast-food chain and finds that checkout fund-raising, as a percentage of sales, predicts store revenue—a finding consistent with results of Studies 1 and 2. Managers often infer, quite correctly, that many consumers do not like being asked to donate. Paradoxically, our results suggest this ostensibly negative experience can increase service repatronage. For academics, these results add to a growing body of literature refuting the notion that small prosocial acts affect behavior by altering an individual’s self-concept.
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Donation box photo attributed to Zhu (CC).
Social Marketing Quarterly is currently seeking manuscripts to fit the special issue on Social Marketing for Biodiversity Conservation. All submissions are due by June 30, 2018.
Click here to view the full submission guidelines; in order to properly submit online, you much login through the manuscript submission portal here.
SMQ publishes original work and fosters a cooperative exploration of ideas and practices in order to build bridges among various disciplines so that innovative change strategies and alliances are created. Manuscripts are submitted to a double-blind peer-review process. Sections include Applications, Theory and Review, Training Initiatives, Book Reviews, Notes from the Field, Resources, and Looking Ahead.
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The Journal of Applied Behavioral Science is currently receiving manuscripts through this manuscript submission portal.
With diverse audiences in mind, The Journal of Applied Behavioral Sciences publishes a variety of material designed to help individuals and organizations promote positive, successful change. The specific goals of the journal are to:
- Present a range of conceptual frameworks that explain, predict, and illuminate the implications of action
- Describe social inventions, intervention techniques, consultation activities, emergent innovations, and educational practices
- Employ the full range of social science
- Examine underlying values, assumptions, biases, and beliefs associated with various forms of change
Do you have a manuscript that best fits the aims & scope of JABS? Click here to view the full submission guidelines and submit your manuscript today!
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Co-authors Tobias Schaefers, Kristina Wittkowski, Sabine Benoit, and Rosellina Ferraro recently published an article in the Journal of Service Research entitled “Contagious Effects of Customer Misbehavior in Access-Based Services.” Below is their informational video as a supplement to their article, which helps analyze how connections to a person’s community can influence behavior in the given shared space.
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[We’re pleased to welcome author Gerardo D. Abreu Pederzini of the University of Bath, UK. Pederzini recently published an article in the Journal of Management Inquiry entitled “Leaders, Power and the Paradoxical Position: Fantasies for Leaders’ Liberation. Below, Pederzini reflects on the inspiration for conducting this research:]
Our world of illusions, sooner or later crumbles in front us. The dreams and fantasies that move us are doomed to show their true colors at some point or another. And, within those fantasies, that of the paternalistic leader is perhaps the most powerful. Since the times of the Romance of Leadership, we have known that people love a good hero story. Yet, finding out that the paternal figure, whoever that might be for us, is not as almighty as we used to think, is one of those crucial points in life when we cross a threshold from which most of the times we cannot go back. However, there is sometimes no way to avoid this moment, as the fantasy of great leaders usually ends with their inevitable fall. When I first realized this, I realized as well that there was a missing element in the latter narrative. We calm our fears and sorrows forcing certain people -leaders- to pretend they control it all. But, how do leaders feel playing a role that is probably doomed to fail?
It is like this that Leaders, Power and the Paradoxical Position: Fantasies for Leaders’ Liberation emerged from my curiosity to answer a perennial question: how do normal limited human beings (i.e. leaders) cope with the challenge of having to pretend that, for some magical reason, they know better than any of us what they are doing? Fantasy is the answer that my paper in the Journal of Management Inquiry proposes for the aforementioned question. But, it is not fantasy as pure magic that is explored in this paper, but fantasy as a subtle socio-cognitive process to find ways to disguise magic in reality itself. In short, it is magical realism fantasizing that explains how a group of leaders that I studied, were able to escape that paradoxical position of having to pretend that they can do it all, when actually knowing they cannot. Like this, the paper contributes to one fundamental aim: to rethink leaders from those who have all power to those that are actually subjects of it.
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Chalkboard photo attributed to thinkpublic (CC).
Endorsement of luxury brands by celebrities is not a new phenomenon. The role of celebrities in influencing modern culture as well as consumption patterns is gaining prominence. Celebrities act as arbiters of style, taste and public opinion all over the world. The celebrity endorsement enables brand managers to catch attention, add credibility and numerous intangible benefits to the brand in a way which are perhaps difficult to be attained through any other form of advertising.
The celebrity culture has followers across Asia. In Japan and South Korea, 70 per cent of commercials use a celebrity. However, the phenomenon is picking up in India and China where it has acquired momentum in a relatively short span of time. Celebrity power has taken off very rapidly in India, and firms are vying with each other to secure contracts for their brands with Bollywood actors and sportspersons. The Indian luxury goods market is not only unique but also a challenging one for international luxury brands seeking to establish their presence here. The luxury market was earlier driven primarily by the preferences of these ultra-rich households. However, in the recent past, rising incomes and aspirations have created a new segment of typically upper middle class aspirers who are potential luxury buyers. By launching entry-level luxury brands for this potential segment, luxury brands try to help these consumers move up the ‘consumption ladder’ by customizing the shopping experience. This is a significant opportunity for brands for establishing strong consumer relationships. Celebrities can be perhaps one of the ways companies can use to connect with the customer.
An article from the Journal of Creative Communications makes a contribution to understanding Indian luxury market by exploring the relationship between brand equity dimensions and celebrity endorsements. Brand awareness is first essential step in consumer purchase process. Therefore, the target market has to be made aware of a firm’s brand(s). This can be achieved through advertising or other form of communication. However, a celebrity along with the firm’s brand name will not only improve the likelihood of brand recall but also infuse the brand with charisma of the celebrity.
Managers need to understand that effectiveness of brand awareness is only up to a certain limit beyond which organizations need to build associations which are strong, favorable and unique in the potential customer’s mind so as to ensure brand purchase. This illustrates the importance of marketing of the brand beyond simply awareness and understanding simultaneously the important role of brand associations for building brand equity. Celebrities may, thus, help in generating consumer attention and recall of advertising campaigns if there is an appropriate fit between the brand and the celebrity. A proper congruence between the celebrity and the luxury brand can help not only a brand stand out of the clutter but also in better brand recall.
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Effect of Celebrity Endorsements on Dimensions of Customer-based Brand Equity: Empirical Evidence from Indian Luxury Market for free from the Journal of Creative Communications
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