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The business case for corporate social responsibility. Academy of Management Journal, 28(2), 446–463.īarnett, M. An empirical examination of the relationship between corporate social responsibility and profitability. Do social product features have value to consumers? International Journal of Research in Marketing, 25(3), 183–191.Īupperle, K. Do what consumers say matter? The misalignment of preferences with unconstrained ethical intentions. Voluntary social reporting: An iso-beta portfolio analysis. An introductory note on the environmental economics of the circular economy. Organizational Behavior and Human Decision Processes, 50, 179–211.Īndersen, M. Cheltenham: Edward Elgar Publishing.Ījzen, I. Daly (Eds.), Handbook of Choice Modelling (pp. 383–412). This study advances the understanding of strategic CSR management and its impact on consumer choice and helps managers include the right mix of CSR characteristics in their products to satisfy ethical consumers.Ībou-Zeid, M., & Ben-Akiva, M. The findings support the explanatory power of the framework and reveal that consumers prefer some CSR elements while others adversely affect choices. Our hybrid choice modeling allows the inclusion of psychological biases caused by social desirability and cynicism to increase result validity. We then investigate empirically whether such a strategic approach, which integrates potential demand in CSR management, would influence consumer choice of products with CSR components. In this study, we propose a framework of strategic CSR management to define how a company’s supply of CSR could meet consumer demand for ethical products by aligning managerial and consumer perspectives. As a result, firms often supply CSR that does not attract demand, as signified by pessimism about ethical consumerism in recent years and the inconclusive link between corporate financial and social performance. However, research on the topic is fragmented across disparate disciplines, and a comprehensive framework to connect CSR supply and demand is missing. Fulfilling consumer expectations of corporate social responsibility (CSR) can bring strategic advantage to firms.