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Corporate Social Responsibility (CSR) remains a hot topic in management. Yet, little is known about how well managers, employees and consumers are responding to CSR initiatives to align with the 2030 Agenda for Sustainable Development. Underpinned by well-established theories, this study develops a single integrative model of managers’, employees’ and consumers’ CSR. Data were collected from the LUX* group of resorts and hotels located on three Indian Ocean islands: Mauritius, Reunion and the Maldives. Structural equation modelling was employed. Findings reveal: (1) organizational CSR is positively related to employee social responsibility; (2) organizational CSR is negatively associated with customer social responsibility; (3) employee social responsibility is negatively related to customer social responsibility; (4) employee social responsibility is negatively related to customer delight; (5) customer social responsibility is positively related to customer satisfaction; and (6); customer social responsibility is positively related to customer delight. Strategic CSR initiatives with a multi-stakeholder engagement approach are discussed.
Haywantee Ramkissoon; Felix Mavondo; Vishnee Sowamber. Corporate Social Responsibility at LUX * Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility. Sustainability 2020, 12, 9745 .
AMA StyleHaywantee Ramkissoon, Felix Mavondo, Vishnee Sowamber. Corporate Social Responsibility at LUX * Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility. Sustainability. 2020; 12 (22):9745.
Chicago/Turabian StyleHaywantee Ramkissoon; Felix Mavondo; Vishnee Sowamber. 2020. "Corporate Social Responsibility at LUX * Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility." Sustainability 12, no. 22: 9745.
PurposeDrawing on the stimulus–organism–response (S-O-R) model, the purpose of this study is to investigate mediating effects of controlled and uncontrolled communications of corporate brand perceptions on consumer satisfaction and loyalty.Design/methodology/approachStructural equation modeling (SEM) was used to test the hypotheses on a sample of 271 Australian automobile consumers.FindingsThe authors find that while consumer satisfaction is indirectly influenced by corporate-level attributes via controlled and uncontrolled communication, the authors did not find an indirect effect between consumer benefits on consumer satisfaction via controlled and uncontrolled communication. By contrast, the authors find highly significant indirect effects – via controlled and uncontrolled communication as well as consumer satisfaction – for the relationship between, on the one hand, corporate-level attributes and consumer benefits and consumer brand loyalty on the other. Uncontrolled communication was significantly associated with consumer loyalty, a relevant finding that indicates an importance of tracking media coverage and maintaining favorable relationships with the media.Research limitations/implicationsThe cross-sectional method limits data collection to one point in time.Practical implicationsThis study adds to a better understanding of how to leverage corporate brand through communications in ways that it positively resonates with consumers. A fine-grained analysis of corporate brand attributes and consumer-perceived benefits can aid managers in developing specific and more effective marketing strategies.Originality/valueThe overall thrust of this empirical study, which is to investigate how corporate brand perceptions influence short term (satisfaction) and long term (loyalty) via controlled and uncontrolled communications is original. This study comprehensively conceptualizes and operationalizes the corporate brand as a multidimensional construct consisting of corporate-level attributes and brand-level attributes such as perceived consumer benefits. To examine the hypothesized relationships between and among our constructs, the authors go beyond the commonly studied single mediator model and test a multiple mediator model instead.
Tatiana Anisimova; Jan Weiss; Felix Mavondo. The influence of corporate brand perceptions on consumer satisfaction and loyalty via controlled and uncontrolled communications: a multiple mediation analysis. Journal of Consumer Marketing 2019, 36, 33 -49.
AMA StyleTatiana Anisimova, Jan Weiss, Felix Mavondo. The influence of corporate brand perceptions on consumer satisfaction and loyalty via controlled and uncontrolled communications: a multiple mediation analysis. Journal of Consumer Marketing. 2019; 36 (1):33-49.
Chicago/Turabian StyleTatiana Anisimova; Jan Weiss; Felix Mavondo. 2019. "The influence of corporate brand perceptions on consumer satisfaction and loyalty via controlled and uncontrolled communications: a multiple mediation analysis." Journal of Consumer Marketing 36, no. 1: 33-49.
Marketing agility is an example of dynamic capability that has significant influence on ordinary capabilities leading to superior financial performance. This makes it of interest to marketing managers. Yet the way in which this capability aligns with turbulent market environments to simultaneously influence ordinary capabilities and performance has not been adequately examined and empirically tested. This study seeks to close this gap by positing that marketing agility has both direct and indirect (through innovation capability which is an ordinary capability) impacts on financial performance. However, these relationships are moderated by market turbulence to yield both mediated moderation and moderated mediation effects. The study was undertaken in the Chinese food-processing industry where a sample of 518 companies participated. This provides an opportunity to validate theory developed in the western economies and to generalize some previous findings. Contrary to received literature we found that the impact of innovation capability on financial performance is stronger under low market turbulence; and that market turbulence moderates the indirect relationship between marketing agility and financial performance. The indirect effect is stronger when market turbulence is low than when it is high. Implications for managers and academia are discussed and limitations of the study are pointed out.
Jing Zhou; Felix T. Mavondo; Stephen Graham Saunders. The relationship between marketing agility and financial performance under different levels of market turbulence. Industrial Marketing Management 2018, 83, 31 -41.
AMA StyleJing Zhou, Felix T. Mavondo, Stephen Graham Saunders. The relationship between marketing agility and financial performance under different levels of market turbulence. Industrial Marketing Management. 2018; 83 ():31-41.
Chicago/Turabian StyleJing Zhou; Felix T. Mavondo; Stephen Graham Saunders. 2018. "The relationship between marketing agility and financial performance under different levels of market turbulence." Industrial Marketing Management 83, no. : 31-41.
Purpose The purpose of this paper is to examine the indirect relationship between dynamic capabilities (DCs) and organizational outcomes through matching and creating market change. In addition, the research aims to gain a deeper understanding of the role of marketing in DCs and to extend beyond a simplistic discussion of DCs by studying proactive market orientation and value innovation as specific DCs. Design/methodology/approach A questionnaire was developed and data were collected from 270 senior executives. After ensuring reliability and validity, the hypotheses were examined by applying structural equation modeling and Monte Carlo simulation. Findings The findings indicate that dynamic marketing capabilities (DMCs) are critical in the reconfiguration of operational marketing capabilities, which in turn lead to enhanced organizational performance. The results also suggest that organizations with enhanced DMCs are able to initiate market disruption and achieve superior performance by out-competing their rivals. Practical implications The research provides guidelines for managers wanting to exploit their DMCs by showing that organizations can match the environment, create market turbulence or combine both strategies to fully exploit their DMCs. This study also provides managers with actionable tools that are specific, robust and easily applied. Originality/value This study is one of the few to incorporate induced market turbulence into the DC literature and conceptualize, develop and validate scales to measure it. The study provides empirical evidence for the claim that operational marketing capabilities are necessary to utilize the benefits of DMCs.
Reza Kachouie; Felix Mavondo; Sean Sands. Dynamic marketing capabilities view on creating market change. European Journal of Marketing 2018, 52, 1007 -1036.
AMA StyleReza Kachouie, Felix Mavondo, Sean Sands. Dynamic marketing capabilities view on creating market change. European Journal of Marketing. 2018; 52 (5/6):1007-1036.
Chicago/Turabian StyleReza Kachouie; Felix Mavondo; Sean Sands. 2018. "Dynamic marketing capabilities view on creating market change." European Journal of Marketing 52, no. 5/6: 1007-1036.
This special issue was aimed at advancing the literature examining the role of capabilities in innovation-based competitive strategy. Whilst the innovation literature has over the years moved away from its ‘product innovation’ pre-occupation to capture the role of other forms of innovation in value creation, the capability view has progressed from its ‘rigid’ or ‘static’ view to a ‘dynamic’ view in an effort to capture market dynamism. Despite the recent theoretical advancements the dynamic capability view still lacks a strong empirical base. Contributors to the capability literature over the recent years have adopted multiple research methods to capture capabilities that include cross-sectional designs, case studies and longitudinal studies. Within this backdrop, the articles that were selected for this special issue covers both conceptual and empirical approaches to examine the relationship between capabilities and technical and non-technical innovations and performance outcomes. This essay provides a future research agenda to advance this promising research field. It highlights the need for clearer conceptualizations and development of measures of dynamic capabilities, environmental conditions that underpin the development of dynamic capabilities within the firm and research into the much debated relationship between dynamic capabilities and competitive advantage and organizational performance.
Jay Weerawardena; Felix T. Mavondo. Capabilities, innovation and competitive advantage. Industrial Marketing Management 2011, 40, 1220 -1223.
AMA StyleJay Weerawardena, Felix T. Mavondo. Capabilities, innovation and competitive advantage. Industrial Marketing Management. 2011; 40 (8):1220-1223.
Chicago/Turabian StyleJay Weerawardena; Felix T. Mavondo. 2011. "Capabilities, innovation and competitive advantage." Industrial Marketing Management 40, no. 8: 1220-1223.