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The Effects of Corporate Social Responsibility on Service Recovery Evaluations in Casual Dining Restaurants.
Title
The Effects of Corporate Social Responsibility on Service Recovery Evaluations in Casual Dining Restaurants.
Creator
Albus, Heidi, Ro, Hee Jung, Parsa, Haragopal, Kwun, David, University of Central Florida
Abstract / Description
This study examined the effects of Corporate Social Responsibility (CSR) on service recovery in terms of customer satisfaction, repeat patronage, word of mouth, and consumer trust in casual dining restaurants. More specifically, this study proposed that CSR will have a halo effect on negative service recovery incidents and mitigate the adverse effects of the poor recovery. An experimental study consisting of a 3x2 between subjects factorial design was used. Three CSR conditions (positive,...
Show moreThis study examined the effects of Corporate Social Responsibility (CSR) on service recovery in terms of customer satisfaction, repeat patronage, word of mouth, and consumer trust in casual dining restaurants. More specifically, this study proposed that CSR will have a halo effect on negative service recovery incidents and mitigate the adverse effects of the poor recovery. An experimental study consisting of a 3x2 between subjects factorial design was used. Three CSR conditions (positive, negative, and no CSR) were matched with two service recovery conditions (positive or negative). Four hundred and eighteen subjects were recruited by a reputed marketing research firm. Results of this study showed that CSR and service recovery have a significant effect on customer satisfaction, repeat patronage, word of mouth, and consumer trust in casual dining restaurants. Furthermore, the results showed that CSR enhances the positive effects of good service recovery.
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Date Issued
2012
Identifier
CFE0004348, ucf:49418
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0004348
INDIVIDUAL REACTIONS TO ORGANIZATIONAL ETHICAL FAILURES AND RECOVERY ATTEMPTS: A RECOVERY PARADOX?
Title
INDIVIDUAL REACTIONS TO ORGANIZATIONAL ETHICAL FAILURES AND RECOVERY ATTEMPTS: A RECOVERY PARADOX?.
Creator
Caldwell, James, Schminke, Marshall, University of Central Florida
Abstract / Description
ABSTRACT The vast majority of behavioral ethical research focuses on the antecedents of unethical behavior. Consequently, questions involving the consequences of organizational unethical behavior remain largely unanswered. Therefore, extant business ethics research largely neglects the impacts of organizational unethical behavior on individuals. Moreover, questions involving what organizations can do to correct or recover from having engaged in unethical behavior as well as individual...
Show moreABSTRACT The vast majority of behavioral ethical research focuses on the antecedents of unethical behavior. Consequently, questions involving the consequences of organizational unethical behavior remain largely unanswered. Therefore, extant business ethics research largely neglects the impacts of organizational unethical behavior on individuals. Moreover, questions involving what organizations can do to correct or recover from having engaged in unethical behavior as well as individual responses to those efforts are also mostly ignored. Therefore, the purpose of this study is to investigate the impact of unethical activity on employees and explore organizations that have failed ethically and their attempts at recovery. This study explores two issues. First, how do employees react to organizational unethical behavior (OUB) and to what extent are those reactions dependent on contextual and individual factors? Second, to what extent can organizations recover from the negative impacts of ethical failure? More specifically, is it possible for organizations that fail in their ethical responsibilities to recover such that they are paradoxically "better-off" than their counterparts that never failed in the first place? To explore these issues I review, integrate and draw upon the ethical decision-making and service failure recovery literatures for theoretical support. Empirical testing included two studies. The first was a field study using survey data acquired from the Ethics Resource Center (ERC) in which over 29,000 participants were asked about their perceptions of ethics at work. Second, a supplemental field study was conducted in which 100 employees rated the characteristics of unethical acts (e.g. severity). Results revealed a negative direct effect of severity and controllability of the OUB on perceptions of organizational ethicality and a negative direct effect of controllability of the OUB on organizational satisfaction. Ethical context moderated the relationship between OUB controllability and perceived organizational ethicality. Partial support was found for the moderating effects of ethical context on the relationship between OUB severity and perceived organizational ethicality. Results also supported an ethical failure recovery paradox.
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Date Issued
2009
Identifier
CFE0002655, ucf:48243
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0002655