Nik Ramli Nik Abdul Rashid

CSR Practices and Customer Loyalty: The Mediating Role of Corporate Image

Fostering loyal customers is frequently said to be the single most important driver of organizations’ long-term financial investment, which can lead to increase sales and market share, lower costs, and higher prices. Marketing experts have always emphasized the influence of corporate image as a strategically important variable from which customer loyalty could be fostered. The purpose of this study is to empirically investigate to which extent corporate image and thus customer loyalty could be achieved through the implementation of strategic corporate social responsibility (CSR) initiatives. Through exploratory factor analysis three pertinent areas of CSR have been determined, namely, environment, community, and customer. Multiple regression analysis carried out confirmed the positive influence of CSR initiatives over corporate image and eventually customer loyalty. Finally, this study further strengthens the belief that companies with their eye on their “triple-bottom-line” (customers, community, and environment) are bound to eventually outperform their less fastidious competitors.

Environmental Corporate Social Responsibility (ECSR): Exploring its Influence on Customer Loyalty☆

Abstract ECSR is a concept where companies integrate environmental concerns in their business operations and the interaction with stakeholders, without compromising economic performance. Studies exploring this concept were limited within the area of corporate governance with organizational-level unit of analysis, while the impact of ECSR initiatives on consumer behaviour or other marketing constructs is lacking. This paper explores relevant ECSR dimensions and its potential impact on customers’ positive and enduring relationship with the organization. It is hoped this paper would generate interest concerning ECSR as a strategic marketing approach having long - term and positive bottom - line benefits.

The Relationship Between Human Resource Diversity Management Practices and Organizational Citizenship Behavior

The paper examines the role of human resource diversity management (HRDM) practices as predictors of organizational citizenship behavior (OCBI and OCBO). This study is quantitative and cross-sectional and the unit of analysis is individual. Survey questionnaires that contained measures of HRDM practices and OCB were distributed among full-time operational employees employed by identified star-rated hotel located in the north of Peninsular Malaysia. Multiple regression analyses were utilized to test the study hypotheses. The results of the study indicate that overall, HRDM practices were significant predictors of OCB. In this study, data collected was self-reported and cross-sectional in nature. Thus, same-source bias may be present. Next, the sample size was small and selected from a single organization. This affects the generalization of our findings. Future research project may be benefited from an exploration of a wider range of employees at different industries, national and cultural context. Significantly, these findings propose that policy makers and hotel practitioners should continue to place and develop greater emphasis on HRDM practices in order to enhance employees’ attitudes and citizenship behavior. The results benefited the organization to gain better understanding of the usefulness of HRDM programs in their organization.