How does CSR affect the corporate brand, and how can these two intangible aspects work together to create a synergic benefit to organisations. This exploratory academic study looks at two perpectives creating a conceptual model.

1. Exploring the Synergies of CSR
and Brand Strategy
Griffith Business School
Joan Carlini
Department of Marketing
J.Carlini@griffith.edu.au
Dr Debra Grace
Department of Marketing
Griffith University

2. Griffith Business School
Research idea
2

3. Griffith Business School
Synergy
Corporate Brand
CSR
“A commitment to improve the well-being
through discretionary business practices and
contributions of corporate resources” (Du, et
al., 2010)
“Set of meaning by which an organisation is
known and through which people describe
and relate to it” (Dowling, 1986)
The interaction of elements
that when combined produce
a total effect that is greater
than the sum of the individual
elements

4. CSR and Corporate Brand Benefits
Griffith Business School
Corporate Brand CSR
• Based on core values
• Affect corporate reputation
• Create a non-economic competitive advantage
• Create customer goodwill
• Enhance customer relationship
• Improve financial performance

5. Traditional Models
Griffith Business School
Double Vortex Brand Model The Pyramid of CSR
(Carroll, 1991)(de Chernatony & Dall'Olmo Riley, 1998))

6. Griffith Business School
Research Question
Research Question 1: Employee Perceptions
 RQ1a: To what extent do employees exhibit awareness, attitudes, behaviours
and perception of integration towards the organisation’s CSR strategy?
 RQ1b: To what extent do employees exhibit awareness, attitudes, behaviours
and perception of integration towards the organisation’s brand?
Research Question 2: External Stakeholder Perceptions
 RQ2a: To what extent do stakeholders exhibit awareness, attitudes, behaviours
and perception of integration towards the organisation’s CSR strategy?
 RQ2b: To what extent do stakeholders exhibit awareness, attitudes, behaviours
and perception of integration towards the organisation’s brand?
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7. Griffith Business School
Research Design
7
Qualitative approach
Exploratory research design
Case Study
Individual in-depth interviews

8. Griffith Business School
Interviews
8
•Interviews with Internal
Stakeholders
•11 employees in a variety of
position, tenure, motivation and
abilities
•Interviews with External
Stakeholders
•11 participants representing
suppliers, clients, industry
partner, guests and exhibitors

9. Key Themes of Investigation
Griffith Business School
CSR
And
Brand
Attitude
Behaviour
Integration
Awareness

10. Griffith Business School
Internal
Communications
•Comprehension
•Relevance
•Behavioural standards
•Outcomes (goals)
Employees
“I think they need to know where they fit in … The important part that staff need to
know is, it’s my role to turn these lights off when I am finished in this room.”
“Yes, we want to know about the strategy, obviously it is a way of knowing what is
being done and why things happen. … Obviously [we] know the recycle bins are
there, but it is nice for people to understand why they do it.”
Results – Internal Perspective

11. Griffith Business School
Internal Communications
•Comprehension
•Relevance
•Behavioural standards
•Outcomes (goals)
Employee Buy-in
•Value internalisation
•Role clarity
Employees
“Because you need to know what you are signing up for. You need to know
what you are going to be doing and how you have to portray yourself.”
Results – Internal Perspective

12. Griffith Business School
Internal
Communications
•Comprehension
•Relevance
•Behavioural standards
•Outcomes (goals)
Employee Buy-
in
•Value internalisation
•Role clarity
Employee
Attitude
•Employee satisfaction
•Motivation
•Goal orientation
Employees
“[Knowing about the CSR program] gives you a sense of pride. I think a
lot of people would feel very happy, even if they don’t participate for
whatever reason, but to know that their company does.”
Results – Internal Perspective

13. Griffith Business School
Internal
Communications
•Comprehension
•Relevance
•Behavioural standards
•Outcomes (goals)
Employee Buy-
in
•Value internalisation
•Role clarity
Employee
Attitude
•Employee satisfaction
•Motivation
•Goal orientation
Employees
Behavioural
Consistency
•Process flexibility
•Sustainable behaviours
•Control mechanisms
“we use a lot of power… so with that in mind, we try to be more efficient and
have more efficient practices”.
Results – Internal Perspective

14. Griffith Business SchoolGriffith Business School
External Communication
•Organisational driven
•Employee driven
•Relevance
ExternalStakeholders
“I have spoken to who is in charge of housekeeping [here]. …over the
years he has explained to me what they are trying to achieve [in corporate
social responsibility].”
Results – External Perspective

15. Griffith Business SchoolGriffith Business School
External Communication
•Organisational driven
•Employee driven
•Relevance
Perceived Corporate Image
•Integrity
•Credibility
•Social Responsibility
ExternalStakeholders
“[The case organisation have] CSR as a philosophy, it is a genuine philosophy
it is not a gimmick and the people there show a genuine concern” .
Results – External Perspective

16. Griffith Business SchoolGriffith Business School
External
Communication
•Organisational driven
•Employee driven
•Relevance
Perceived
Corporate
Image
•Integrity
•Credibility
•Social Responsibility
Perceived
Relational
Exchange
Quality
•Trust
•Commitment
•Satisfaction
ExternalStakeholders
“The reason we hold our events here is because it is a quality venue, with quality
staff and great food, and the management and service is excellent.”
Results – External Perspective

17. Griffith Business School
CSR Brand Synergy Model

18. Griffith Business School
Managerial Contributions
 Communications
» Importance of internal communications
» Material that is explicit, informative and persuasive
 Direction
» Goal orientation
» Provide direction and control mechanisms
» ‘best practice’
 Alignment
» CSR brands are representations of organisational Values
» Alignment between all stakeholders (internal and external) is
key
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19. Griffith Business School
Future
Joan Carlini
Department of Marketing
Griffith University, Queensland
J.Carlini@griffith.edu.au