Integration of information about corporate social performance

Abstract

Purpose – The aim of this research was to examine psychological processes that may mediate effects of corporate social performance on evaluations of and behavior toward organizations. Design/methodology/approach – An experimental design examined how previously formed, summary attitudes versus consideration of specific information about CSP affected intended behaviors toward fictitious organizations. Theories of attitude structure and attitude change form the theoretical basis for the paper. Findings – In general, participants relied on summary attitudes toward stimulus organizations. However, when fear of making an invalid decision was stimulated, participants were more likely to consider specific attributes of organizations (such as CSP) when making decisions about them. Research limitations/implications – The study is limited by its use of fictitious organizations in an experimental situation. The study suggests that organizational managers as well as those who study crisis management and CSP should consider the influence of existing attitudes toward an organization on reactions to both positive and negative new information about the organization. Suggests that negative information might not be damaging, as previously thought, to organizations with strong reputations. Originality/value – This paper is one of few studies that examine psychological processes that can occur when people learn about organizations and consider their behaviors toward those organizations. The paper should be of value to those who study effects of CSP and organizational crises as well as crisis managers and community relations or public affairs managers.