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1 – 2 of 2Swaminathan Ramanathan and Raine Isaksson
This paper explores quality science and quality management as a potential pathway to resolve the challenges of corporate sustainability reporting (CSR) by establishing the need…
Abstract
Purpose
This paper explores quality science and quality management as a potential pathway to resolve the challenges of corporate sustainability reporting (CSR) by establishing the need for a common understanding of sustainability and sustainable development.
Design/methodology/approach
Secondary research on key documents released by regulatory institutions working at the intersection of sustainability, corporate reporting, measurement and academic papers on quality science and management.
Findings
Existing measurement frameworks of CSR are limited. They are neither aligned nor appropriate for accurately measuring a company's ecological footprint for mitigating climate change. Quality for sustainability (Q4S) could be a conceptual framework to bring about an appropriate level of measurability to better align sustainability reporting to stakeholder needs.
Research limitations/implications
There is a lack of primary data. The research is based on secondary literature review. The implications of Q4S as a framework could inform research studies connected to sustainable tourism, energy transition and sustainable buildings.
Practical implications
The paper connects to CSR stakeholders, sustainability managers, company leaderships and boards.
Social implications
The implications of sustainability on people, purpose and prosperity are a part of World Economic Forum's stakeholder capitalism.
Originality/value
This paper fills a research gap on diagnosing and understanding the key reporting challenges emerging from the lack sustainability definitions.
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Keywords
Shinhye Kim, Melanie Bowen and Xiaohan Wen
The objectives of this study are threefold: to delineate the phenomenon of “You Share, We Donate” (YSWD) campaigns and what distinguishes them from sales-based cause-related…
Abstract
Purpose
The objectives of this study are threefold: to delineate the phenomenon of “You Share, We Donate” (YSWD) campaigns and what distinguishes them from sales-based cause-related marketing; to contrast the effectiveness of YSWD and sales-based cause-related marketing campaigns and provide an explanation for the differences in the effectiveness; to explore boundary conditions of the proposed differences.
Design/methodology/approach
Three experiments were conducted to empirically test the differential effect of campaign formats (i.e. YSWD vs sales-based cause-related marketing), the underlying mechanism and structural as well as contextual features moderating the differential effect.
Findings
The findings suggest that YSWD messages elicit consumers’ message-sharing intentions more than traditional cause-related marketing messages. The effect is explained by consumers’ sense of empowerment and can be enhanced through donation cap non-specification. The findings further indicate that YSWD campaigns are especially fruitful in low power distance cultures.
Research limitations/implications
This study contributes toward corporate donation campaign literature by focusing on the usage of social media.
Practical implications
From a managerial perspective, this research provides marketers with guidelines on how to choose between the two cause-related marketing campaign formats and how to enhance the effectiveness of YSWD campaigns.
Originality/value
This paper extends cause-related marketing literature by not only introducing the phenomenon of YSWD campaigns to the literature but also exploring strategies to enhance the effectiveness of such campaigns and shedding light on an outcome beyond the sales impact of cause-related marketing campaigns, i.e. an increase of visibility in social media. From a managerial perspective, this research provides marketers with guidelines on how to choose between the two cause-related marketing campaign formats and how to enhance the effectiveness of YSWD campaigns.
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