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How CSR serves as a preventive mechanism for coping with dysfunctional customer behavior

  • Jiyoung Kim
  • Russell LaceyEmail author
  • Hae-Ryong Kim
  • Jaebeom Suh
Empirical article
  • 62 Downloads

Abstract

Based on empirical results involving 237 frontline service employees (FSEs) of a South Korean insurance company, this study reveals how FSEs’ views of their company’s corporate social responsibility (CSR) performance impact both their customer orientation and self-efficacy of their work. This marks the first study to demonstrate how the psychological mechanisms of CSR vary by stakeholder perspectives. CSR initiatives aimed at internal stakeholders (i.e., employees) made a stronger impact on FSEs’ beliefs to successfully perform their jobs. CSR initiatives directed at helping charitable organizations and other groups of external stakeholders were shown to strengthen FSEs’ customer orientation. Strengthening FSEs’ levels of empathy and self-efficacy diminish their revenge intentions in response to dysfunctional customer behavior.

Keywords

Corporate social responsibility Stakeholder theory Dysfunctional customer behavior 

Notes

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© Springer-Verlag GmbH Germany, part of Springer Nature 2019

Authors and Affiliations

  1. 1.Cornell Institute for Healthy FuturesCornell UniversityIthacaUSA
  2. 2.Xavier UniversityCincinnatiUSA
  3. 3.Konkuk UniversityChungjuKorea
  4. 4.Kansas State UniversityManhattanUSA

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