Corporate Social Responsibility Brand Leadership

A Multiple Case Study

Adam Lindgreen, Xu Yue, Françcois Maon, Jeremy Wilcock

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

Purpose - The purpose of this empirical case study is to apply several existing frameworks to consider the notion of integrating corporate social responsibility (CSR) with a brand leadership strategy. The investigation focuses on two main questions: What are the core components for the development of a CSR brand? What capabilities are necessary to implement a CSR-related brand strategy? Design/methodology/approach - Five firms provide input for a multiple case-based approach. Findings - Intuitive and intended approaches for CSR brand leadership emerge from the multiple case study results. Different capabilities are required at each stage of the development and implementation process for CSR brand leadership. Research limitations/implications - This research extends three prior studies - Aaker and Joachimsthaler's brand leadership framework, Maori et al.'s proposed integrative framework for designing and implementing CSR, and Beverland et al.'s, capabilities view on the development of global brand leadership - and fills a theoretical gap. Practical implications - Managers can use the proposed integrated and implementable framework to determine the impact of dynamic factors, such as ownership, culture, executive leadership, and the specific context of product and corporate branding, on the development and implementation of their CSR brand. Originality/value - No studies examine how to leverage CSR in brand-building activities. Specifically, no empirically grounded research examines the required path to create and manage CSR brands and associated benefits, nor is the number of capabilities required to develop a credible CSR brand clear. Comprehensive models of the processes for developing and implementing CSR brands and the capabilities that underlie them are needed. The proposed model emphasizes the contextualized need to rely on different capabilities at different stages of this development process to generate constructive and sustainable outcomes.
OriginalsprogEngelsk
TidsskriftEuropean Journal of Marketing
Vol/bind46
Udgave nummer7/8
Sider (fra-til)965-993
Antal sider29
ISSN0309-0566
DOI
StatusUdgivet - 2012
Udgivet eksterntJa

Emneord

  • Brand building
  • Brand leadership
  • Brands
  • Capabilities
  • Case studies
  • Corporate responsibility
  • Leadership

Citer dette

Lindgreen, Adam ; Yue, Xu ; Maon, Françcois ; Wilcock, Jeremy. / Corporate Social Responsibility Brand Leadership : A Multiple Case Study. I: European Journal of Marketing. 2012 ; Bind 46, Nr. 7/8. s. 965-993.
@article{978ad61cf9f04e8d8d90fe0d6d29274e,
title = "Corporate Social Responsibility Brand Leadership: A Multiple Case Study",
abstract = "Purpose - The purpose of this empirical case study is to apply several existing frameworks to consider the notion of integrating corporate social responsibility (CSR) with a brand leadership strategy. The investigation focuses on two main questions: What are the core components for the development of a CSR brand? What capabilities are necessary to implement a CSR-related brand strategy? Design/methodology/approach - Five firms provide input for a multiple case-based approach. Findings - Intuitive and intended approaches for CSR brand leadership emerge from the multiple case study results. Different capabilities are required at each stage of the development and implementation process for CSR brand leadership. Research limitations/implications - This research extends three prior studies - Aaker and Joachimsthaler's brand leadership framework, Maori et al.'s proposed integrative framework for designing and implementing CSR, and Beverland et al.'s, capabilities view on the development of global brand leadership - and fills a theoretical gap. Practical implications - Managers can use the proposed integrated and implementable framework to determine the impact of dynamic factors, such as ownership, culture, executive leadership, and the specific context of product and corporate branding, on the development and implementation of their CSR brand. Originality/value - No studies examine how to leverage CSR in brand-building activities. Specifically, no empirically grounded research examines the required path to create and manage CSR brands and associated benefits, nor is the number of capabilities required to develop a credible CSR brand clear. Comprehensive models of the processes for developing and implementing CSR brands and the capabilities that underlie them are needed. The proposed model emphasizes the contextualized need to rely on different capabilities at different stages of this development process to generate constructive and sustainable outcomes.",
keywords = "Brand building, Brand leadership, Brands, Capabilities, Case studies, Corporate responsibility, Leadership",
author = "Adam Lindgreen and Xu Yue and Fran{\cc}cois Maon and Jeremy Wilcock",
year = "2012",
doi = "10.1108/03090561211230142",
language = "English",
volume = "46",
pages = "965--993",
journal = "European Journal of Marketing",
issn = "0309-0566",
publisher = "JAI Press",
number = "7/8",

}

Corporate Social Responsibility Brand Leadership : A Multiple Case Study. / Lindgreen, Adam; Yue, Xu; Maon, Françcois; Wilcock, Jeremy.

I: European Journal of Marketing, Bind 46, Nr. 7/8, 2012, s. 965-993.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

TY - JOUR

T1 - Corporate Social Responsibility Brand Leadership

T2 - A Multiple Case Study

AU - Lindgreen, Adam

AU - Yue, Xu

AU - Maon, Françcois

AU - Wilcock, Jeremy

PY - 2012

Y1 - 2012

N2 - Purpose - The purpose of this empirical case study is to apply several existing frameworks to consider the notion of integrating corporate social responsibility (CSR) with a brand leadership strategy. The investigation focuses on two main questions: What are the core components for the development of a CSR brand? What capabilities are necessary to implement a CSR-related brand strategy? Design/methodology/approach - Five firms provide input for a multiple case-based approach. Findings - Intuitive and intended approaches for CSR brand leadership emerge from the multiple case study results. Different capabilities are required at each stage of the development and implementation process for CSR brand leadership. Research limitations/implications - This research extends three prior studies - Aaker and Joachimsthaler's brand leadership framework, Maori et al.'s proposed integrative framework for designing and implementing CSR, and Beverland et al.'s, capabilities view on the development of global brand leadership - and fills a theoretical gap. Practical implications - Managers can use the proposed integrated and implementable framework to determine the impact of dynamic factors, such as ownership, culture, executive leadership, and the specific context of product and corporate branding, on the development and implementation of their CSR brand. Originality/value - No studies examine how to leverage CSR in brand-building activities. Specifically, no empirically grounded research examines the required path to create and manage CSR brands and associated benefits, nor is the number of capabilities required to develop a credible CSR brand clear. Comprehensive models of the processes for developing and implementing CSR brands and the capabilities that underlie them are needed. The proposed model emphasizes the contextualized need to rely on different capabilities at different stages of this development process to generate constructive and sustainable outcomes.

AB - Purpose - The purpose of this empirical case study is to apply several existing frameworks to consider the notion of integrating corporate social responsibility (CSR) with a brand leadership strategy. The investigation focuses on two main questions: What are the core components for the development of a CSR brand? What capabilities are necessary to implement a CSR-related brand strategy? Design/methodology/approach - Five firms provide input for a multiple case-based approach. Findings - Intuitive and intended approaches for CSR brand leadership emerge from the multiple case study results. Different capabilities are required at each stage of the development and implementation process for CSR brand leadership. Research limitations/implications - This research extends three prior studies - Aaker and Joachimsthaler's brand leadership framework, Maori et al.'s proposed integrative framework for designing and implementing CSR, and Beverland et al.'s, capabilities view on the development of global brand leadership - and fills a theoretical gap. Practical implications - Managers can use the proposed integrated and implementable framework to determine the impact of dynamic factors, such as ownership, culture, executive leadership, and the specific context of product and corporate branding, on the development and implementation of their CSR brand. Originality/value - No studies examine how to leverage CSR in brand-building activities. Specifically, no empirically grounded research examines the required path to create and manage CSR brands and associated benefits, nor is the number of capabilities required to develop a credible CSR brand clear. Comprehensive models of the processes for developing and implementing CSR brands and the capabilities that underlie them are needed. The proposed model emphasizes the contextualized need to rely on different capabilities at different stages of this development process to generate constructive and sustainable outcomes.

KW - Brand building

KW - Brand leadership

KW - Brands

KW - Capabilities

KW - Case studies

KW - Corporate responsibility

KW - Leadership

UR - http://sfx-45cbs.hosted.exlibrisgroup.com/45cbs?url_ver=Z39.88-2004&url_ctx_fmt=info:ofi/fmt:kev:mtx:ctx&ctx_enc=info:ofi/enc:UTF-8&ctx_ver=Z39.88-2004&rfr_id=info:sid/sfxit.com:azlist&sfx.ignore_date_threshold=1&rft.object_id=954921389941

U2 - 10.1108/03090561211230142

DO - 10.1108/03090561211230142

M3 - Journal article

VL - 46

SP - 965

EP - 993

JO - European Journal of Marketing

JF - European Journal of Marketing

SN - 0309-0566

IS - 7/8

ER -