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Researching Strategy & MarketingWeek 1 – Marketing for a better world: Why are theories important
in marketing?
She liked this article & research part a lot:
Corporate Sociopolitical Activism and Firm Value (Bhagwat et al., 2020)
• Corporate Sociopolitical Activism (CSA): expressing public support for or opposition to one side of a partisan
sociopolitical issue
• 64% of global consumers buy or boycott a brand based on its stand on societal issues
→ In line with these expectations, firms are increasingly taking activist stances on sociopolitical issues
• Activism raises the level of risk and uncertainty beyond that of traditional CSR activities
• On average, investors react negatively to CSA, especially when CSA stances deviate from the dominant political
values of a firm’s key stakeholders
• Three critical classes of stakeholders: customers, employees, and state legislators
The nature of corporate sociopolitical activism
CSA is comparable to CSR and CPA
• Corporate Social Responsibility (CSR):
o company actions that advance social good beyond that which is required by law and constitutes the gradual
formalization of cause-related marketing and corporate philanthropy
o various positive performance outcomes: firm reputation, product evaluations, customer trust, and long-
term loyalty
o difference between CSR and CSA: the extent to which the focal issue is widely favoured (e.g. community
resources, education, donations to research for curing disease) rather than partisan (e.g. gun control,
transgender rights, gender equality, racial equality)
• Corporate Political Activity (CPA):
o Intended to further a specific goal with direct financial payoffs rather than support a social cause
o Firms usually execute CPA quietly
Four cues that indicate CSA engagement as resource-intensive and thus signals the firm’s commitment to divert
resources to sociopolitical activism
1. Form of support: whether activism takes the form of actions or statements
2. Announcement source stature: whether the CEO or another representative informs stakeholders of a firm’s CSA
stance
3. Business interest communication: whether a firm motivates its CSA using economic self-interest
4. Coalition size: how many other firms are jointly engaged in the CSA event
,Corporate Digital Responsibility (CDR)
➢ Digital technologies & related data become increasingly prevalent → consequence: ethical concerns rise
➢ CDR: set of shared values & norms guiding an organization’s operations with respect to 4 main processes related to
digital technology & data
4 processes:
1. Creation of technology & data capture
2. Operation & decision making
3. Inspection & impact assessment
4. Refinement of technology & data
Background:
• Digital advances: automation, data analytics, AI, machine learning are increasingly present in daily life
• Applications: fulfil consumer requests, make lending decisions, provide health advice, take on high-risk jobs,
protect endangered species, transport people & goods, …
• Ethical dilemma: recording of data, actions of autonomous vehicles in dangerous situations & algorithms making
decisions
• Exploitation of unintended purposes: → responsibility of system designer & organizations that use these systems
to recognize that technologies might be used in ways other than anticipated with unwanted consequences for
stakeholders & society
• Digital technologies that assist in human decision making/ make decisions autonomously need to be subject to
moral norms/ values & ethical considerations (similar to those that apply to humans)
• Organizations: determine how to operate responsibly in the digital age, while complying to legal requirements
& considering economic impacts on organization
CDR:
• Business ethics = norms & standards that govern judgment & choices in businesses
• CDR = set of values & specific norms that govern an organization’s judgments & choices , share some principles
& goals with CSR
• 3 characteristics CDR
1. Exponential growth in technological development
2. Ethical & social concerns need to reflect the malleability of digital technologies
3. Pervasiveness of digital technologies: impossible to perform daily activities without digital technologies
• CDR & CSR will overlap, but need to be distinguished
,Stakeholders:
• Organizations: Shared values & norms to guide its operations (suppliers & partners’ digital technologies & data)
→ can be costly, determine CDR strategy that suits business model (balance between value creation & appropriation)
• Individual actors: users (e.g. managers, technology designers, other employees)
• Artificial and technological actors (AI)
• Institutional, governmental & legal actors (GDPR = European Union’s General Data Protection Regulation)
Key lifecycle stages of digital technologies & data
1. Creation of technology & data capture: new technologies are developed & data are collected
2. Operation & decision making: new technologies get applied, data are put to work (to create customer profiles,
to support decision making)
3. Inspection and impact assessment: assessment of resulting outcomes, how & to what extent does an
organization rely on those outcomes in decision making
4. Refinement of technology & data: potential revisions of technologies & data, terminating an application/
deleting data
➢ CDR exists at 3 layers (differ in degree of accessibility & visibility to observer)
1. Shared values supporting CDR within an organization
2. Specific norms for CDR
3. Artifacts and behaviors
➢ Influences on a CDR culture in an organization
• Public opinion e.g. on social media
• Legal requirements
• Technological progress (exponential growth, malleability in use, pervasiveness)
• Industry factors (industry in which an organization operates)
• Customer factors (e.g. sharing personal data)
• Firm factors
→ organizations should not rely on legal & regulatory guidelines alone (guidelines cannot keep up with speed of
technological progress)
→ organizations should have a comprehensive set of CDR-related principles & processes to address stakeholder
demands & secure their support
→ organizations should develop & define their CDR-related mission & vision
→ organizations need appropriate tools, techniques, processes & structures to implement their general strategic view
→ organizational restructuring, training & development of employees, implementation of new processes
, How and When grouping low-calorie options reduces the benefits of providing dish-specific
calorie information
General findings:
• Adding dish-specific calorie information to menus (calorie-posting) tends to result in lower-calorie choices
• However, additionally grouping low-calorie dishes into a single “low-calorie” category (calorie-organizing)
diminishes the positive effect of calorie posting
Categories, Labels, and Consideration Sets
• Categorization and labelling affect perceptions of variety, product evaluation, and satisfaction
• The manner in which retailers organize options can have an effect on consumers’ choices and consumption
experiences
o The manner in which the dishes on restaurant menus are categorized and labelled is expected to have a
significant impact on dish choices
Three different menu formats:
1. Traditional format: dishes are organized by food type and labelled accordingly
2. Calorie-posted format: identical to the traditional format, but with calorie information included in the description
of the dishes
3. Calorie-organized format: has a segregated and labelled “Low Calorie” section of the menu in addition to dish-
specific calorie information
4. Important to note: the less healthy consumers believe a dish is, the better tasting it is expected to be and
experienced
Results of the study:
• Calorie posting (incl. calorie information in the description of the dishes) leads to lower-calorie choices (vs. choices
made from menus not containing calorie information)
• However, choices made from menus that were both calorie-posted and calorie-organized were generally
significantly higher in calories than those made from purely calorie-posted menus
• Explanation:
o The negative associations that consumers have with low-calorie options increases the likelihood that these
dishes are dismissed in the early screening stages of the decision process
o When calorie information is considered in the later, more detailed comparison stages of the decision
process, that information is likely to be used as consumers trade off the pros and cons of the dishes that
they are considering
• The negative impact of calorie-organization disappears when consumers are forced to take their time in making
decisions (because it reduces the need to simplify the choices)
Additional findings:
• Consumers systematically underestimate the caloric content of the unhealthier (and more tempting) dishes
found on traditional restaurant menus
o Consequently, the perceived health benefits of the lower-calorie options are decreased, thereby reducing
the likelihood of these options being chosen from traditional menus
• Another factor affecting when calorie-posting does and does not lead to healthier choices:
o If all the lower-calorie options are significantly smaller or more expensive, calorie-posting is less likely to be
effective
• Generally, as the percentage of low-calorie dishes on the menu decreases, so will the effectiveness of calorie-
posting
→ how food & food options is portrayed on menu influences how people order (prompt people to not overeat, choose
more healthy dishes)
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