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Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility

1
College of Business, Law & Social Sciences, Derby Business School, University of Derby, Derby DE22 1GB, UK
2
School of Business & Economics, UiT, The Arctic University of Norway, 1621 Alta, Norway
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College of Business & Economics, Johannesburg Business School, University of Johannesburg, APB 17011 Johannesburg, South Africa
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Department of Marketing, Monash Business School, Clayton Campus, Monash University, Melbourne, VIC 3000, Australia
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Faculty Research Centre for Financial and Corporate Integrity, Coventry University, Coventry CV1 2TU, UK
*
Author to whom correspondence should be addressed.
Sustainability 2020, 12(22), 9745; https://doi.org/10.3390/su12229745
Received: 12 October 2020 / Revised: 14 November 2020 / Accepted: 17 November 2020 / Published: 22 November 2020
(This article belongs to the Section Economic and Business Aspects of Sustainability)
Corporate Social Responsibility (CSR) remains a hot topic in management. Yet, little is known about how well managers, employees and consumers are responding to CSR initiatives to align with the 2030 Agenda for Sustainable Development. Underpinned by well-established theories, this study develops a single integrative model of managers’, employees’ and consumers’ CSR. Data were collected from the LUX* group of resorts and hotels located on three Indian Ocean islands: Mauritius, Reunion and the Maldives. Structural equation modelling was employed. Findings reveal: (1) organizational CSR is positively related to employee social responsibility; (2) organizational CSR is negatively associated with customer social responsibility; (3) employee social responsibility is negatively related to customer social responsibility; (4) employee social responsibility is negatively related to customer delight; (5) customer social responsibility is positively related to customer satisfaction; and (6); customer social responsibility is positively related to customer delight. Strategic CSR initiatives with a multi-stakeholder engagement approach are discussed. View Full-Text
Keywords: corporate social responsibility; stakeholder engagement; employee; customer satisfaction; loyalty; post COVID-19 implications corporate social responsibility; stakeholder engagement; employee; customer satisfaction; loyalty; post COVID-19 implications
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MDPI and ACS Style

Ramkissoon, H.; Mavondo, F.; Sowamber, V. Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility. Sustainability 2020, 12, 9745. https://doi.org/10.3390/su12229745

AMA Style

Ramkissoon H, Mavondo F, Sowamber V. Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility. Sustainability. 2020; 12(22):9745. https://doi.org/10.3390/su12229745

Chicago/Turabian Style

Ramkissoon, Haywantee, Felix Mavondo, and Vishnee Sowamber. 2020. "Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility" Sustainability 12, no. 22: 9745. https://doi.org/10.3390/su12229745

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