Does perceived corporate social responsibility improve customer engagement? - An empirical evidence from Indian banks
subject: corporate social responsibility; CSR; customer engagement; discrimination; relationship
description: In recent years, banks are trying to embed their corporate social responsibility (CSR) and societal outreach initiatives into their strategic process to improve their competitive advantage and performance. A previous study reveals that CSR initiatives and efforts of the banks will likely to positively influence the customers attitudes toward that bank and generate favourable behavioural outcomes. This study will provide a deeper investigation of whether the perceived CSR discriminate against the customer engagement level in the bank. This paper attempts to measure the discriminating power of CSR towards customer engagement. Maignan and Ferrells (2004) scale was used to ascertain the corporate social responsibility, and for measuring customer engagement, the Gallop scale (2001) was used. Primary data was collected through a simple random sampling technique from 612 customers across different banks. The discriminant analysis was carried out to find out the discriminating power of CSR towards customer engagement. Discriminating function model results exactly predicting customer engagement level based on the CSR initiatives. The findings are supportive and helpful for the banks in formulating effective CRM Strategy to satisfy and engage their customer at a high level through effectively articulated CSR plans and policies. 2024 Inderscience Publishers. All rights reserved.
creator: Kumar T.P.; Priyadarsini M.K.; Soundarapandiyan K.
source: International Journal of Public Sector Performance Management, Vol-13, No. 3, pp. 350-368.
publisher: Inderscience Publishers
date: 2024-01-01
rights: Restricted Access
relation: ISSN: 17411041
format: Online
language: English
type: Article
coverage: Kumar T.P., School of Business and Management, CHRIST (Deemed to be University), Bengaluru, India; Priyadarsini M.K., PSG Institute of Management, Coimbatore, India; Soundarapandiyan K., Department of Commerce, B S Abdur Rahman Crescent Institute of Science and Technology, Chennai, Vandalur, 48, India