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Article
Publication date: 29 June 2020

Abhi Bhattacharya, Valerie Good and Hanieh Sardashti

This paper aims to determine what the brand performance consequences of corporate social responsibility (CSR) activities would be during times of recession for well-known brands.

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Abstract

Purpose

This paper aims to determine what the brand performance consequences of corporate social responsibility (CSR) activities would be during times of recession for well-known brands.

Design/methodology/approach

Based on signaling theory, this paper investigates if CSR activities serve to signal higher brand value for consumers via perceptions of better quality and greater differentiation, specifically during recessions. This study incorporates a representative longitudinal sample of known US firms for the analyses, which is accomplished through generalized method of moments estimations.

Findings

The findings empirically demonstrate that CSR initiatives during recessions are actually associated with increased perceptions of brand value. More specifically, during recessions, CSR initiatives such as charitable contributions provide a signal to customers of higher brand quality.

Research limitations/implications

This study did not control for the costs of doing specific CSR activities that may be less visible to consumers.

Practical implications

While individual firms or managers may not be able to prevent recessions from happening, they can limit the negative impact of recessions on their performance by engaging in CSR activities (or refrain from cutting back) during these times.

Social implications

Because CSR initiatives during recessions result in more favorable consumer perceptions of the brand, engaging in CSR aligns both social and managerial interests, owing to the economic gains from CSR investments.

Originality/value

During times of recession, some critics indicate that CSR may be an unaffordable luxury. On the contrary, this research shows that managers may want to consider CSR activities as a means of increasing the value of their brands, especially during economic recessions.

Details

European Journal of Marketing, vol. 54 no. 9
Type: Research Article
ISSN: 0309-0566

Keywords

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Article
Publication date: 26 March 2024

Pratik Modi, Vivek Pandey and Abhi Bhattacharya

This research investigates the impact of strategic research and development (R&D) (one led by a firm’s innovation orientation) on stock market performance during the economic…

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Abstract

Purpose

This research investigates the impact of strategic research and development (R&D) (one led by a firm’s innovation orientation) on stock market performance during the economic disruption caused by the 2016 demonetization of high-value currency notes in India. It shows how firms’ strategic focus on innovation and integrated R&D initiatives can help mitigate shareholders’ losses and protect market value during negative macroeconomic shocks.

Design/methodology/approach

We analyzed financial and administrative data from firms listed in the Bombay Stock Exchange (BSE) 500 index and used the Fama French market model with appropriate instruments accounting for possible endogeneity to identify the impact. To ensure the reliability of our findings, we conducted robustness checks with alternate event windows, estimation methods, and variable measurements.

Findings

Strategic R&D plays a crucial role in building resilience against macroeconomic shocks. It effectively mitigated shareholders’ losses in the immediate aftermath of the shock, with an elasticity of abnormal returns of 7.65% on day zero, 13.1% during the first five days and 10.5% after the first fortnight. We also find that firms that are business-to-business (B2B), as well as those that are older and less leveraged, are better able to combat such a shock.

Research limitations/implications

The study looked at one shock, namely demonetization. Future research is needed to demonstrate the generalizability of results during other macroeconomic shocks, like the COVID-19 pandemic. The study focuses on relatively near-term impacts, leaving the long-term value-creation effects of strategic R&D unexplored.

Practical implications

Innovation orientation acts as a structural enabler, allowing firms to make strategic R&D investments that mitigate losses during macroeconomic shocks. It explains that managers should avoid myopically managing R&D investments and align them with the firm’s innovation focus to enhance value creation.

Social implications

While the currency demonetization was widely considered to be detrimental for firms as an unannounced negative monetary shock, our research shows that firms with high levels of strategic R&D were successfully able to counteract such a shock.

Originality/value

This is the first study to examine the short-term loss mitigation impact of firms’ focus on innovation and strategic R&D. It emphasizes the role of innovation-focused strategies during economic crises.

Details

Marketing Intelligence & Planning, vol. 42 no. 4
Type: Research Article
ISSN: 0263-4503

Keywords

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Article
Publication date: 30 November 2017

Priya D. Gupta, Sonali Bhattacharya, Pratima Sheorey and Philip Coelho

The purpose of this paper is to find industry wise differences in relationship between onboarding experience (OE) and turnover intention (TI). An attempt has been made to find the…

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Abstract

Purpose

The purpose of this paper is to find industry wise differences in relationship between onboarding experience (OE) and turnover intention (TI). An attempt has been made to find the intervening role of psychological variables such as locus of control and self-efficacy.

Design/methodology/approach

An online questionnaire was administered to 596 newcomers in five industrial sectors: fast-moving consumer goods, information technology (IT), pharmaceuticals, automobile manufacturing, and hospitality. The questionnaire measured the constructs of locus of control, self-efficacy, perceived OE, and TI.

Findings

Inverse relationship was found between perceived OE and TI. There is a significant positive relationship between motivation-based self-efficacy and TI which is mediated through OE. Affective self-efficacy moderates the impact of OE on TI, such that for individuals with low efficacy the inverse relationship between OE and TI is strong, but for individuals with high self-efficacy the relationship between the two variables is direct. The OE in automobile manufacturing industries is significantly higher than other industries. TI is significantly higher in IT and hospitality industries. Exploratory factor analysis of the instrument on OE led to extraction of four factors. Based on socialization resource theory, they were termed as orientation, socialization, task characteristics and leadership. Aspects of socialization and leadership are most significant factors in determining TI across industrial sectors, whereas in case of the hospitality and automobile manufacturing sector it was found that better the task characteristics higher is the chance of TI.

Originality/value

There are limited studies linking various aspects of OE with TI across industries, especially in the Indian context. So, this will be the unique contribution of this research.

Details

Industrial and Commercial Training, vol. 50 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

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