Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Articles Article Faculty Publications -Articles Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Does perceived corporate social responsibility improve customer engagement? - An empirical evidence from Indian banks Subject The topic of the resource corporate social responsibility; CSR; customer engagement; discrimination; relationship Description An account of the resource 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 An entity primarily responsible for making the resource Kumar T.P.; Priyadarsini M.K.; Soundarapandiyan K. Source A related resource from which the described resource is derived International Journal of Public Sector Performance Management, Vol-13, No. 3, pp. 350-368. Publisher An entity responsible for making the resource available Inderscience Publishers Date A point or period of time associated with an event in the lifecycle of the resource 2024-01-01 Identifier An unambiguous reference to the resource within a given context <a href="https://doi.org/10.1504/IJPSPM.2024.138039" target="_blank" rel="noreferrer noopener">https://doi.org/10.1504/IJPSPM.2024.138039</a> <br /><br /><a href="https://www.scopus.com/inward/record.uri?eid=2-s2.0-85191093273&amp;doi=10.1504%2FIJPSPM.2024.138039&amp;partnerID=40&amp;md5=d142404647ab23ffe08cb03751587bbb" target="_blank" rel="noreferrer noopener">https://www.scopus.com/inward/record.uri?eid=2-s2.0-85191093273&amp;doi=10.1504%2fIJPSPM.2024.138039&amp;partnerID=40&amp;md5=d142404647ab23ffe08cb03751587bbb</a> Rights Information about rights held in and over the resource Restricted Access Relation A related resource ISSN: 17411041 Format The file format, physical medium, or dimensions of the resource Online Language A language of the resource English Type The nature or genre of the resource Article Coverage The spatial or temporal topic of the resource, the spatial applicability of the resource, or the jurisdiction under which the resource is relevant 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