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Corporate Social (Ir)responsibility and Corporate Hypocrisy: Warmth, Motive and the Protective Value of Corporate Social Responsibility

Published online by Cambridge University Press:  27 April 2020

Zhifeng Chen ,
Haiming Hang ,
Stephen Pavelin  and
Lynda Porter
Zhifeng Chen
Affiliation:
University of the West of England
Haiming Hang
Affiliation:
University of Bath
Stephen Pavelin
Affiliation:
University of Bath
Lynda Porter
Affiliation:
University of Bath
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Abstract

This article examines how a firm’s prior record on corporate social responsibility (CSR) influences individual stakeholders’ perceptions of corporate hypocrisy in the wake of a corporate social irresponsibility (CSI) event. Our research extends extant corporate hypocrisy literature by highlighting the role of individual stakeholders’ inferences about a genuine CSR motive in their judgments of corporate hypocrisy. This can serve to differentiate perceived corporate hypocrisy from inconsistency that arises because of a lack of ability and/or resources. Our research further identifies a source for such perceptions: individual stakeholders’ perceptions of firm warmth generated by a firm’s prior record of CSR. In addition, we find that when CSR and CSI are in the same (vs. different) domains, it can strengthen perceptions of hypocrisy. This provides direct evidence to explain why markets react differently when CSR and CSI events occur in the same domain (vs. different ones).

Keywords

corporate hypocrisycorporate social responsibilitycorporate social irresponsibilityexperimental studies

Information

Type
Article
Information
Business Ethics Quarterly , Volume 30 , Issue 4 , October 2020 , pp. 486 - 524
Copyright
© 2020 Business Ethics Quarterly

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