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Corporate social responsibility (CSR) is increasingly considered a central tenant of marketing strategy and a source of competitive advantage within the retail sector. As…
Corporate social responsibility (CSR) is increasingly considered a central tenant of marketing strategy and a source of competitive advantage within the retail sector. As such, it may affect a supermarket’s customer, employee, and other stakeholder attitudes and behaviours. This research explores how a supermarket’s involvement in CSR activities may influence employee engagement and how this may manifest itself in positive employee behaviours. Specifically, the purpose of this paper is to empirically examine the role of CSR and its impact on employee engagement and consequently, employee propensity to exhibit intervention behaviours to prevent in-store retail crime.
This research uses a phenomenological approach through semi-structured in-depth interviews with shop-floor employees of a national supermarket chain.
Findings suggest that external and internal CSR practices of supermarkets are important in shaping organisational engagement behaviours among employees. Additionally, heightened employee engagement may have a significant impact on employee propensity to engage in shoplifting prevention behaviours. A conceptual model is developed based on these findings.
Retail managers should fully communicate CSR practices to employees to increase employee engagement and consequential shoplifting intervention prevention behaviours.
The contribution of this paper is twofold. First and from a theoretical perspective, it offers both a conceptual foundation and empirical-based evaluation of CSR and its impact on employee engagement and specifically, shoplifting prevention behaviours. Second and from a pragmatic perspective, the conceptual model derived from this research may aid retailers in developing and communicating CSR strategies that engage employees and consequently lead to shoplifting prevention behaviours.
This chapter applies recent theoretical developments linked to the concept of culture to the field of public relations research and practice, notably through the prism of…
This chapter applies recent theoretical developments linked to the concept of culture to the field of public relations research and practice, notably through the prism of creativity as a vector of cultural change.
The chapter is theoretical in nature and draws on relevant scientific literature in the field of public relations research, but also the social sciences more generally, and illustrates the issues being discussed with reference to relevant public relations campaigns.
While the field of public relations has moved beyond simplistic models of cultural values and characteristics, it is argued that more complex visions of culture have been neglected. Specifically, drawing on structuration theory, culture can be seen as a ‘system-generating mechanism’ relying on creativity to uphold and renew cultural references and norms. In this perspective, public relations is both producing/reproducing culture and being produced by culture. It follows that the concept should be apprehended not as an ontological category but as a social construct, as the source of heuristic and discursive categorisations.
A call is issued for public relations to also question the ideological underpinnings of the production of symbols in which practitioners partake on a daily basis.
While the chapter fits into an emerging body of work discussing the cultural dimension of public relations, the link with creativity and the use of structuration theory to conceptualise this link contribute to its originality.