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Journal of Hospitality Marketing & Management
ISSN: (Print) (Online) Journal homepage: https://www.tandfonline.com/loi/whmm20
From screen to service: how corporate social
responsibility messages on social media shape
hotel consumer advocacy
Naveed Ahmad, Aqeel Ahmad, Anna Lewandowska & Heesup Han
To cite this article: Naveed Ahmad, Aqeel Ahmad, Anna Lewandowska & Heesup Han (12
Nov 2023): From screen to service: how corporate social responsibility messages on social
media shape hotel consumer advocacy, Journal of Hospitality Marketing & Management, DOI:
10.1080/19368623.2023.2271448
To link to this article: https://doi.org/10.1080/19368623.2023.2271448
Published online: 12 Nov 2023.
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From screen to service: how corporate social responsibility
messages on social media shape hotel consumer advocacy
Naveed Ahmad
a
, Aqeel Ahmad
b
, Anna Lewandowska
c
, and Heesup Han
d
a
Faculty of Management, Department of Management Sciences, Virtual University of Pakistan, Lahore, Pakistan;
b
Faculty of Management Sciences, University of Central Punjab, Lahore, Pakistan;
c
Department of Management,
University of Information Technology and Management, Rzeszow, Poland;
d
College of Hospitality and Tourism
Management, Sejong University, Gwanjin-Gu, Seoul, Korea
ABSTRACT
This research attempts to investigate corporate social responsibility (CSR)
and consumers’ advocacy behavior (CAB) association in the hotel services
sector of a developing economy. Furthermore, this study explores how
hotel consumers’ emotions and values mediate and moderate their CAB.
This is accomplished by introducing two mediating variables, consumer
happiness and warm glow, and altruistic values as a moderator. The data
were obtained from hotel consumers with the help of an adapted ques-
tionnaire. The structural analysis indicated that CSR communication on
social media by hotel services organizations positively predicted CAB,
while consumer happiness and warm glow served as mediators to explain
this relationship. Our results also conrmed the moderating eect of
altruistic values. Several theoretical and practical implications can be
drawn from this study. For example, our study highlights the important
role of social media as an eective medium to communicate CSR-related
information with hotel consumers to bolster their advocacy intentions.
摘要
本研究试图调查发展中经济体酒店服务部门的企业社会责任 (CSR) 和
消费者倡导行为 (CAB) 协会. 此外,本研究还探讨了酒店消费者的情绪
和价值观如何调节和调节他们的 CAB. 这是通过引入两个中介变量来
实现的,即消费者的幸福感和温暖的光芒,以及作为调节因素的利他主
义价值观. 这些数据是在经过调整的问卷调查的帮助下从酒店消费者
那里获得的. 结构分析表明,酒店服务机构在社交媒体上的 CSR 传播
对 CAB 有正向预测作用,而消费者幸福感和温暖的光芒则是解释这种
关系的中介. 我们的研究结果也证实了利他主义价值观的调节作用.
从这项研究中可以得出一些理论和实践启示. 例如,我们的研究强调
了社交媒体作为一种有效媒介的重要作用,它可以与酒店消费者交流
企业社会责任相关信息,以增强他们的宣传意图.
KEYWORDS
Personal values; emotions;
corporate social
responsibility; hospitality
services; altruism
Introduction
In today’s challenging economic landscape and traditional media decline, building consumer
relationships is crucial for sustained business success (Ahmad et al., 2023; Erkmen & Hancer,
2019). A consumer-centric approach results in organizational growth, with loyal consumers
being pivotal (Ro & Chen, 2011; Soltani et al., 2018). Especially, in the digital era, brands focus
on forging deep, lasting relationships with consumers. Word-of-mouth, referrals, and
CONTACT Heesup Han heesup.han@gmail.com College of Hospitality and Tourism Management, Sejong University,
98 Gunja-Dong, Gwangjin-Gu, Seoul 66506, Korea
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT
https://doi.org/10.1080/19368623.2023.2271448
© 2023 Taylor & Francis Group, LLC
endorsements are highlighted in marketing literature as impactful consumer behaviors (Fang
et al., 2021; Jin & Ryu, 2020). Interestingly, 90% of consumers trust peer advice over ads for
purchases (McCaskill, 2015). However, many companies find it challenging to inspire these
behaviors (Dunn & Harness, 2018). The digital transformation means consumers are now
informed and interconnected (Erdem & Cobanoglu, 2010; Qiu et al., 2023). Brand loyalty
demands transparency, authenticity, and reliability. Using digital tools, especially social
media, bolsters engagement (Agnihotri, 2020; Srivastava & Singh, 2021). Companies must
promote transparent engagement, given consumers’ increased connectivity and demand for
accountability. Corporate Social Responsibility (CSR), as defined by Carroll (1991), covers
businesses’ economic, legal, ethical, and philanthropic responsibilities. Today, CSR is para-
mount, with companies judged on their societal and environmental contributions (Ahmad
et al., 2023). While CSR has gained traction as a mean for companies to contribute positively
to society and the environment (Babajee et al., 2022; Kim & Stepchenkova, 2021), its concep-
tion is not without criticism. Over the years, scholars have often regarded CSR as a noble
aspiration but simultaneously as a mere promotional tool. This duality reflects the tensions
that exist in its practice, wherein the genuine intent to do good may sometimes be over-
shadowed by its use as a marketing strategy. Critics, as Dudovskiy (2012) pointed out, have
illuminated the potential misuse of CSR as a veneer, painting a portrait of corporate bene-
volence while underlying business practices might not align with these proclaimed values.
However, beyond such criticisms, there is no denying that modern consumers hold in high
regard those firms genuinely engaged in a plethora of CSR activities aimed at preserving the
community, ecosystem and biosphere (Gunawan et al., 2020; Iglesias et al., 2020). When
fellow consumers spread positive word-of-mouth regarding the authentic, ethical commit-
ment of a brand among their social circles, it yields a cascade of benefits. Such genuine
endorsements bolster trust, enhance loyalty, and foster community around a brand (Markovic
et al., 2022). As peers share their experiences and sentiments about a company’s authentic CSR
efforts, it amplifies the company’s credibility and underlines its dedication to societal values
over mere profit. This powerful tool of authentic advocacy not only attracts like-minded
consumers but also further cements a brand’s position as a conscientious player in the market.
It is crucial, therefore, to understand the criticisms as well as the strengths of CSR to fully grasp
the complexity of the CSR landscape and various opportunities and challenges brands face in
its genuine execution. Brands like Starbucks and Patagonia lead in CSR practices. Given
consumers’ shift toward sustainability, CSR engagement is essential for brands (Chuah et al.,
2020). Social media has revolutionized business-consumer interaction (Aydin, 2020; Nunkoo
et al., 2013). Through social media, brands update consumers on their CSR actions (Ahmad
et al., 2021), and peer recommendations typically outweigh company claims.
Through social media, our study explores consumers’ advocacy behavior (CAB), exam-
ining the impact of a brand’s CSR communication on CAB. As per the definition of CAB,
a consumer can engage in CAB when he or she promotes a particular brand for a particular
reason(s), while defending it when it is criticized (Cross & Smith, 1995).
While prior research has linked CSR to various consumer behaviors, certain aspects
remain under-explored. First, many studies have highlighted how CSR policies influence
loyalty intentions (Ahmad et al., 2021; Han et al., 2019), and brand preferences (Achabou,
2020). However, the intersection of CSR and CAB needs in-depth exploration.
Recommendations and endorsements significantly sway consumer decisions. We aim to
further probe CSR’s role in shaping CAB, addressing gaps from previous work.
2H. HAN ET AL.
Second, while existing research has adeptly explored the rational components of con-
sumer behavior in relation to CSR, there is a notable void in understanding the emotional
dimensions. Emotions are emerging as critical influencers of consumer decisions (Li et al.,
2020; Schreiner et al., 2021). Most current CSR models are built on a rational foundation,
often sidelining the emotional underpinnings (Boccia et al., 2019; Skawińska, 2019). To
address this gap and enrich the discourse on CSR and consumer behavior, especially in the
digital era of social media, our research introduces an innovative framework that empha-
sizes the emotional responses induced by CSR initiatives. Specifically, we position con-
sumer’s happiness and warm glow as pivotal mediators. Our rationale to propose such
mediating mechanisms is based on some specific reasons. To begin with, as consumers
become more aware of a brand’s CSR activities, it often elevates their sense of happiness and
satisfaction toward the brand (Gilal et al., 2023). We aim to decipher how this heightened
emotional state influences CAB, hypothesizing that the enhanced happiness consumers
derive from a brand’s positive societal and environmental actions could serve as
a compelling reason for their endorsement and recommendation (Kumgliang &
Khamwon, 2022). Similarly, beyond happiness, consumers often experience a “warm
glow,” a profound sense of inner satisfaction, when associating with brands that align
with their values through CSR. This “warm glow” is not just about the joy of purchase
but the pride and contentment of being aligned with a brand that makes a difference. We
seek to understand how this deep emotional connection translates into CAB. Furthermore,
while emotions are integral, they do not operate in a vacuum. Individual values significantly
moderate these emotions (Romani et al., 2013). We introduce altruistic values as a crucial
moderator. Given that altruistic values inherently drive human behaviors (Guan et al.,
2023), it becomes imperative to understand its role in the CSR context. We propose that
individuals with higher altruism might react more strongly to CSR initiatives, amplifying
the effects of happiness and warm glow on CAB. By integrating altruistic values as
a moderator, we aim to provide a fresh insight into how individual values can enhance or
temper the relationship between CSR and CAB, mediated through emotional responses.
In the extensive array of elements influencing consumer choices, particularly within the
hospitality sector, some may raise doubts about the emphasis placed on altruistic values in
our study. Nevertheless, our choice to focus on altruistic values as a central variable is
rooted in several pivotal reasons. While conventional economic factors such as income,
individual preferences, and service quality unquestionably impact consumer behaviors,
contemporary consumer behavior research increasingly aligns with the notion that deci-
sions are not exclusively driven by utility maximization or personal gain (Le Grand et al.,
2021; Tao et al., 2022). The contemporary consumer is more informed and reflective and
seeks meaning and value in their consumption choices (Stringer et al., 2020). This is
particularly evident in the growing consumer gravitation toward brands that display ethical
responsibility, sustainability, and community support. In such scenarios, altruism emerges
as a significant determinant, steering consumers toward brands that are in congruence with
their internal value system. Altruistic inclinations are more than mere peripheral sentiments
as they form a core part of a consumer’s identity, influencing their association with brands
that reflect or support their values (Alyahya et al., 2023).
Furthermore, the hospitality sector is inherently about human experiences and connec-
tions. Altruistic values, in this context, can significantly influence the perceived experiential
value of a service, especially when consumers believe that their patronage contributes to
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 3
a greater good (Kang & Baker, 2022). While other factors like accessibility and service
quality are paramount, the underpinning values can significantly elevate the perceived value
of the experience. Similarly, the integration of social media into our study brings forth
another dimension. On these platforms, consumers often align with communities and
causes that align with their beliefs and values. A brand’s alignment with altruistic endeavors
can thus foster deeper digital engagements, driving CAB. To boil it down, while we
acknowledge the varied nature of consumption decisions, the prominence of altruism in
shaping modern consumer behavior, especially in sectors rooted in human experiences and
in the digital age, cannot be undermined.
Third, our research offers insights from a developing nation, Pakistan, recognizing CSR’s
cultural nuances (Zou et al., 2021). Comparisons across developed and developing countries
often present challenges, given cultural and resource differences. Additionally, traditional
consumer relationship management approaches have shown limitations in fostering endur-
ing relationships (Maklan et al., 2011; Roy, 2013). The modern shift advocates for value-
driven, interactive strategies using platforms like social media, addressing longstanding
gaps in CSR communication.
Promoting CAB benefits all organizations, but its significance soars in the service
industry where direct prior experience or testing is not feasible (Casaló et al., 2008;
Rajaobelina et al., 2021; Woodside et al., 2019). The lack of tangible pre-purchase evaluation
in services means consumers lean heavily on word-of-mouth and past experiences. Thus,
having consumer advocates becomes crucial in building trust, loyalty, and validating the
quality of services offered. This is particularly true for the hospitality sector, our focus,
especially in a developing country like Pakistan. The hospitality sector struggles with
competitive convergence due to standardized service delivery and fleeting physical innova-
tions. With an estimated 187,000 hotels globally and a net worth of over $3.952 trillion as of
2021 (Abby, 2022), differentiation has become a significant challenge. The sector’s tendency
toward a homogenous service delivery pattern and the transient nature of physical invest-
ments make standing out daunting. This is exacerbated by competitors’ ability to quickly
emulate physical features and service blueprints (Lemy et al., 2019).
Consumer dynamics add another layer of complexity. Modern consumers value personal
recommendations over organization-generated content (Nielson, 2007). With mass market-
ing campaigns losing traction (Klein et al., 2016; Michael, 2022; Murray, 1991) and only 8%
of people trusting advertising (Marketing Charts, 2022), the power of personal endorse-
ments, especially in the service sector, becomes undeniable. Data suggest over 80% of
consumers trust friends or family recommendations, with 67% valuing peer endorsements
when selecting services. Given this context, consumer endorsements derived from positive
experiences, possibly influenced by CSR initiatives, can provide a competitive edge to
hospitality organizations. By turning consumers into brand advocates, businesses can not
only elevate trust and credibility but also outshine competitors in this fiercely contested
sector.
Literature and theoretical roots
To elucidate the theoretical rationale behind the posited relationship between CSR and
CAB, we draw upon the social identity theory (Tajfel &Turner, 1979). Originally developed
in the context of face-to-face interactions, the core tenets of this theory concern the
4H. HAN ET AL.
classification of “us” versus “them” and the innate human desire to identify with groups that
elevate their self-esteem. This foundational idea has transcended its original context and
remains relevant in the realm of social media and virtual interactions. Social identity theory
operates on the premise that social groups, such as a hospitality services organization, can
significantly mold an individual’s self-concept. Since its inception, a variety of researchers
have applied SIT to elucidate human attitudes and behaviors across diverse settings (Ahmad
et al., 2022; Sun et al., 2020). This extends to an online context where group identities and
affiliations are prominently manifested, albeit in modified ways (Chu & Chen, 2019).
Through the lens of social identity theory, the unique attributes of a social group can lead
individuals to develop robust associations or personal identities with it. An alignment
between an individual’s self-concept and an organization’s core values fosters a stronger
bond. Drawing an example, an individual who cherishes creativity might naturally gravitate
toward a company at the forefront of technological innovation. Thus, when individuals
align with a particular group, they are inclined to emulate the group’s beliefs to secure
validation and inclusion.
Within this framework, the perceived CSR endeavors of a hospitality services organiza-
tion can significantly sway its consumers’ dispositions. This is especially pronounced in the
contemporary landscape where consumers are becoming increasingly discerning, valuing
ethical and socially responsible brands. Their affinity toward brands is often influenced by
how strongly they identify with a brand’s ethical commitments. Further, marketing litera-
ture has consistently highlighted the efficacy of social identity theory in delineating various
consumer outcomes (Rather et al., 2021). Even in an online context, a plethora of behavioral
researchers have used this theory to explain a range of consumer behaviors (Chen & Lin,
2019; Fatma et al., 2020). Given the enduring relevance of social identity theory, even in
online and virtual domains, we contend that it provides an insightful framework to discern
why consumers might exhibit advocacy intentions in reaction to a hospitality services
organization’s CSR initiatives.
CSR and CAB relationship
Behavioral and attitudinal intentions of consumers are significantly predicted by CSR (Levy
& Park, 2011). CSR has been found to positively impact consumer attitudes and percep-
tions, leading to an increased likelihood of consumer loyalty. Consumers tend to be more
loyal to companies that prioritize CSR, as they are more likely to believe that the company is
acting ethically and responsibly. The company gains a more positive attitude and intention
from consumers as a result. A wide range of academic discussion acknowledges that CSR
can predict the loyalty intentions of consumers (García de Leaniz & Rodríguez Del Bosque
Rodríguez, 2015; Osakwe & Yusuf, 2021), purchase likelihood (Dang et al., 2020; Gupta
et al., 2021), citizenship behavior (Hur et al., 2018), satisfaction (Mahmood et al., 2021), and
others. The literature on consumer extra-role behavior suggests that CSR enables consu-
mers to engage in different extra-role behaviors (Hur et al., 2020; Karaosmanoglu et al.,
2016). In terms of communicative behavior (an extra-role), an increasing body of research
suggests that consumers who see a service provider’s ethical commitment are more likely to
recommend it to others (Markovic et al., 2022; Saleh et al., 2015). Furthermore, ethical
brands expect their consumers to recommend them to their friends, family members, and
peers (Saldivar & Zolfagharian, 2022).
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 5
Particularly, in the current digital age, the increasing significance of various social
networking websites has enabled companies and consumers to communicate more inter-
actively (Baumöl et al., 2016). For instance, companies can now use social networking
websites to get consumer feedback, advertise their products, and even connect with poten-
tial consumers. At the same time, consumers can use these websites to research products
and services, stay informed about the latest news, and even provide feedback to companies
(Cheng et al., 2021). Consequently, contemporary consumers share their experiences with
brands with their social circles, not only on the brand’s website but also on their social
media platforms. This has enabled consumers to become more informed and empowered,
as they can now easily compare different products and services in the marketplace (Li et al.,
2021). Specifically, Ahmad et al. (2021) claimed that using social media for CSR commu-
nication improves consumer loyalty. The presence of brands on social media, in terms of
CSR, can impact different consumers’ outcomes, including favorable word-of-mouth,
according to Chu and Chen (2019). To summarize, we argue that the well-planned CSR
activities of an organization can also influence CAB. Consumers are more likely to share
positive experiences with their social networks, which can lead to more positive word-of-
mouth about the brand. As a result, consumers’ attitudes and behaviors toward brands, such
as CAB, can be positively influenced by the CSR activities of the organization. Additionally,
when consumers are aware of a company’s CSR activities, they are more likely to trust the
company and form a positive association with it. This increases not only the likelihood of
consumer loyalty and repeat purchases, but also the possibility that consumers will share
this ethical context of socially responsible hospitality services organizations with others on
social media. Thus;
H1: The use of social media by a hospitality services organization as a mean of CSR
communication can positively predict CAB
CSR and happiness relationship
A person’s happiness has been considered the “highest good” throughout history
(Schnebelen & Bruhn, 2016. Consumption of products and brands is increasingly aimed
at achieving this “holy grail.” In order to achieve successful brand management, marketers
and researchers increasingly focus on this telos (Bruhn & Schnebelen, 2017; Yoshida et al.,
2021). Marketers and researchers recognize that consumer happiness is a key factor in
successful brand management. This is because consumers are more likely to purchase
products from brands they feel positive (Cuesta-Valiño et al., 2022). Comprehending
consumer needs, desires, and wants allows companies to tailor products that align with
their specific preferences. Modern consumers make brand choices not merely based on the
product’s essence but also the emotional experiences they convey (Junaid et al., 2019).
Successful brands resonate emotionally, offering both tangible benefits and psychological
fulfillment. Such an emotional bond between the brand and the consumer fosters loyalty
and trust (Akgün et al., 2013). Today’s consumers seek brands that resonate personally,
evoking feelings of comfort, security, and a sense of belonging (Casidy et al., 2018). Thus,
discerning the particular emotions linked to impactful brands with high behavioral
6H. HAN ET AL.
relevance is crucial. This is because understanding consumers’ emotions toward a brand can
help marketers better target their campaigns and create more effective messages that will
align with their target audience (Tuškej et al., 2013).
Consumer happiness merits attention since it is an emotional response of consumers
toward a brand with these characteristics (Soscia, 2007). For example, when a consumer
chooses to buy a product from a certain brand, they may experience a sense of admiration
and pride, which are forms of consumers’ emotional response. We use the definition by
Soscia (2007) to define consumer happiness as “it is the experience of pleasant emotions
released at different points during a consumer’s interaction with a particular brand.”
Companies that incorporate the new perspectives of CSR into their communication strate-
gies understand the need for constant adaptation (Dutot et al., 2016). As the world changes
and new generations enter the marketplace, companies need to stay ahead of the curve by
understanding the needs and expectations of their stakeholders. CSR helps companies to
stay current and show that they are committed to making a positive difference. To create
value, an organization must manage its CSR as an intangible asset and as a transversal
strategic vector (Capriotti, 2010).
Socially responsible trade and product/service provenance are becoming increasingly
important to contemporary consumers (Castillo-Abdul et al., 2020). Consumers are becom-
ing more aware of the social and environmental impacts of the products they buy, and they
want to ensure that their purchases support ethical and sustainable businesses (Dharmesti
et al., 2020). As a result, when organizations assume their responsibility for CSR resolutely,
they generate positive results, not just by increasing their reputation and brand image but
also by contributing to their communities. Moreover, brands’ CSR communication with
stakeholders creates the possibility of connecting with a diverse audience through a good
balance of relevance and emotional closeness, acknowledging that brands today are built on
relevance and emotional intimacy (Castillo-Abdul et al., 2022). Hamid et al. (2020) found
that excellent communication with the public about CSR strategies led to positive social
construction and economic development of a particular brand. The value of a company and
its CSR initiatives is associated with a positive and favorable perception by its stakeholders.
Happiness Management has, therefore, introduced internationally, tools such as CSR in the
past decade to create positive feelings of happiness in consumer relationships (Castillo-
Abdul et al., 2022; United Nations, 2011). The research findings of Adib et al. (2021)
indicate that when properly implemented, CSR can have a significant impact on increasing
consumers’ attention and sensitivity to a brand. This can lead to increased brand identifica-
tion, which fosters positive consumer emotions, including happiness.
Additionally, there seems to be no direct correlation between CSR and the “price” and the
“product” concerned by consumers, but psychology and behavior can explain this phenom-
enon concerning the emotional aspect of human psychology (Shao et al., 2022). Therefore,
many CSR scholars have noted the mediating function of human emotions to explain various
human behaviors from the standpoint of CSR. For example, the mediating role of consumer
gratitude (an emotional aspect of human psychology) has been discussed in previous literature
(Guzzo et al., 2022). Similarly, scholars have already discussed how consumers’ feelings of
brand admiration mediate the CSR-CAB relationship (Castro-González et al., 2019). With
respect to social media and CSR communication, Gupta et al. (2021) posited that CSR-related
communications of a particular brand can enhance purchase intentions via brand admiration
as a mediator. In a nutshell, because studies have indicated that CSR influences consumers’
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 7
emotions positively, and there is a mediating mechanism of consumer emotions to explain
different attitudinal and behavioral intentions of consumers. Therefore;
H2: The use of social media by a hospitality services organization as a mean of CSR
communication can positively predict consumer emotions, for example, happiness
H3: Consumer happiness mediates between CSR-related communication on social media
by a hospitality services organization and CAB
CSR and warm glow relationship
A growing body of research suggests that positive emotions may predict consumer beha-
viors, such as satisfaction (Diener et al., 2020) and loyalty intentions (Serra-Cantallops et al.,
2018). For example, a study in the hospitality industry found that consumers who experi-
enced positive emotions were more likely to recommend the business to friends and family
(Serra-Cantallops et al., 2020). Research also indicates that positive emotions can have
a lasting effect on consumer behavior. In the hospitality industry study, consumers who
experienced positive emotions were significantly more likely to make repeat purchases, even
after accounting for other factors such as satisfaction and loyalty intentions (Zhang et al.,
2021). Research in hospitality indicates that positive emotions can exert a sustained influ-
ence on consumer behavior (Sukhu et al., 2019). This stresses the enduring effect a brand’s
positive emotional impact can have on consumer actions. Perhaps this is one of the reasons
that influence a consumer’s behavior, and social scientists emphasize understanding warm
glow (Mahasuweerachai & Suttikun, 2022). For instance, it has been found that consumers
with a greater level of warm glow are more likely to form an emotional connection and be
loyal to a brand if it meets their needs, provides them with value, and is consistent with their
personal values (Lin et al., 2017).
Warm glow, as defined by Andreoni (1990), refers to the positive feelings one experi-
ences from performing benevolent actions for others, such as charitable acts and welfare
contributions. It has been found that people engaging in extra-role behaviors can be
influenced by the feeling of positive emotions, especially by the feelings of warm glow
(Bolle et al., 2012; Hartmann et al., 2017). By engaging in extra-role behaviors, people can
gain a sense of purpose, connectedness, and fulfillment, leading to the feeling of warm glow.
The knowledge can further enhance this feeling that they are helping others and making
a positive contribution to society.
From a consumer perspective, Magids et al. (2015) suggest that positive emotions caused
by a company’s ethical behavior might help create a stronger consumer-company relation-
ship. Consumers are more likely to purchase from companies they trust, and those
companies that are perceived to be ethical are more likely to be trusted. Having a strong
consumer-company relationship is beneficial to both parties as consumers will be more
likely to purchase from the company, while the company can rely on consumer loyalty and
repeat purchases (Fatmawati & Fauzan, 2021). Additionally, cause marketing does not in
itself motivate consumers to purchase, but rather the positive feelings they have toward
a particular brand do (Andrews et al., 2014). For example, a consumer may choose Apple
8H. HAN ET AL.
products over competitors due to the positive relationship they have with the brand, which
was formed by the company’s focus on creating a positive, ethical brand image.
There is evidence that warm glow mediates a particular consumer behavior within a CSR
framework (Bazaraa et al., 2022; Bhattacharya et al., 2021; Ye et al., 2021). Girardin et al.
(2021) reported that consumers could evaluate a restaurant’s service more positively based
on its ethical engagement. As a result of CSR gamification, Jun et al. (2020) acknowledged
the mediating role of warm glow in explaining consumer loyalty to social co-creation.
A sustainable firm may create positive emotions among its consumers through warm glow,
which then mediate their purchase decisions (Birgit, 2019). In summary, as understanding
CSR-consumer behavior is complex, the manifestation of psychological factors as mediators
may be an effective way of explaining such a relationship. Understanding how these
psychological factors interact with consumer behavior helps explain the link between CSR
and consumer behavior more comprehensively. In addition, since previous research indi-
cates that positive emotions, especially warm glow, can mediate the CSR-CAB relationship,
we propose that CSR-associated communication on social media affects warm glow.
Therefore;
H4: The use of social media by a hospitality services organization as a mean of CSR
communication can positively predict consumer emotions, for example, warm glow
H5: Warm glow mediates between CSR-related communication on social media by
a hospitality services organization, and CAB
CSR, values, and emotions relationship
People’s values determine their behavior because they act in ways that are consistent with
their beliefs (Hueso et al., 2020). For example, someone who values honesty will be honest,
even if it means they will not benefit from it. This is because values are deeply held beliefs
about what is important to a person and act as a moral compass for the individual (Kruse
et al., 2019). When someone is presented with a certain situation, their values guide their
response and determine how they will act. Indeed, an individual’s values are the building
blocks of their behavioral intentions (Schminke et al., 2015). This is because values act as
a sort of filter for decision-making (Weber, 2019). Altruistic values, perceived as an integral
element of an individual’s value framework, serves as a fundamental principle driving
individuals to promote the well-being of others or the broader society (Schwartz, 1973).
The profound connection between emotions and personal values has been highlighted in
recent studies (Conte et al., 2022). Our feelings are often mirrors of our deeply held values,
and conversely, these values play a pivotal role in shaping our emotional responses (Agost &
Vergara, 2014). Acting as psychological indicators of subjective importance, emotions and
values allow individuals to filter and react to information in a purposeful manner. They play
a pivotal role in decision-making, steering behaviors and influencing choices (Kemp et al.,
2018). In moments of decision, emotions and values aid in evaluating the merits of available
options, thereby streamlining choices. Emotions arise from value evaluations, intensifying
when values are either threatened or reinforced (Nelissen et al., 2007). Such emotions can
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 9
provide cues during decision-making. For instance, feelings of anxiety may hint at potential
pitfalls in a choice, while excitement might signal a promising option. Activities rooted in
one’s values have been found to offset negative emotions, leading to more favorable results
(Abbas et al., 2018; Scherer, 2005). The depth of emotions is magnified when intertwined
with individual aspirations, needs, standards, and values (Petersen et al., 2019). As core
values come into play, individuals tend to invest more emotionally and energetically,
heightening the fervor of their emotions. Essentially, our values serve as a compass, direct-
ing our decisions, actions, and reactions.
According to the “empathy-altruism hypothesis” (Persson & Kajonius, 2016), those who
value compassion, including benevolence and universalism, are more likely to be altruistic,
empathic, and happy (Ardenghi et al., 2021). In this respect, the moderating role of different
personal values to shape/influence human behavior, especially extra-role behavior, has been
emphasized previously (Barbarossa et al., 2017). Even scholars like Guan et al. (2022) have
validated the conditional indirect role of personal values to shape the extra-role behavior of
individuals in a CSR framework. Bigné‐Alcañiz et al. (2009) also confirmed the moderating
function of altruism in consumer-brand relationships. Romani et al. (2013) indicated the
moderating role of altruistic values to buffer consumers’ emotions, which then influenced
their extra-role behavior. In summary, because CAB is also a form of extra-role behavior of
consumers, and there is evidence that personal values buffer the relationship between
human emotions and extra-role behaviors, we hypothesized that (Figure 1):
Figure 1. The hypothetical framework of this research: this framework is based on the authors’ concep-
tion in line with the theoretical justifications. Five variables can be identified in this hypothetical model.
Happiness and warm glow are two mediators, whereas corporate social responsibility and advocacy
behavior are independent and dependent variables, respectively. Altruistic values, included in this model
to produce conditional indirect effect.
10 H. HAN ET AL.
H6: Altruistic values moderate the path between CSR and CAB mediated by consumer
happiness
H7: Altruistic values moderate the path between CSR and CAB mediated by warm glow
Methods
The study sector, sample, and data collection
For this research study, hotel consumers were approached in Islamabad and Lahore,
Pakistan. Islamabad and Lahore are cities with large populations and a high density of
hospitality businesses, making them ideal locations for conducting research with a large
sample size. Additionally, both cities are well-known tourist destinations, giving researchers
access to a diverse range of potential participants (Ahmad et al., 2022; Sanne, 2022). Both
are metropolitan cities. This may explain why all of the national and international hotel
chains are located here. For the purpose of this study, we defined “hotel consumers” as
individuals who have utilized services within the hospitality industry, with a particular
emphasis on hotel services. We acknowledge that the hospitality industry encompasses
a vast array of sectors. However, our study focuses specifically on the hotel segment, given
its significance and direct relevance to our research question. This distinction was explicitly
communicated to potential participants. Parking lots and hotel lobby areas were used to
approach consumers. Ansari et al. (2021) and Dharmesti et al. (2020) have both used the
same consumer tracking strategies in the hospitality industry. Prior to approaching con-
sumers, we audited a hotel services organization’s CSR engagement. CSR plans were found
in several upscale hotel chains. We ensured that the participants had a basic knowledge of
CSR and were frequent users of different social networking websites. Our sample was
strategically sourced through direct, in-person interactions. We positioned ourselves in
key hotels within Islamabad and Lahore, leveraging the dense presence of our target
audience in these locations. We approached potential participants, identified as either
guests or recent patrons of hotel services, in high-traffic areas like hotel lobbies during
peak times to ensure a broad cross-section of respondents. We opted for this direct
approach for a few pivotal reasons. First, immediate, face-to-face engagement fostered
a sense of trust and openness with participants, promoting more sincere and reflective
feedback. Second, it allowed us to promptly address any questions or apprehensions about
the research. Finally, being physically present in the hotel environment enabled us to tap
into the real-time experiences and perceptions of the guests, capturing rich, context-driven
insights that might have been diluted in a digital survey format.
Sample size
In this study, the appropriate number of samples was estimated using Daniel (2010)
A-priori sampling calculator. This sampling calculator is commonly used in social and
behavioral sciences surveys that analyze data using second-generation multivariate methods
(such as CB-SEM and PLS-SEM) (Dedeoglu et al., 2018; Kuvaas et al., 2020). The calculator
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 11
guarantees an adequate sample size to yield results that are statistically significant (Ahmad
et al., 2023; Liu et al., 2023). It takes into account both observed and latent variables, the
chosen model type, and the desired statistical power. By factoring in these essential
elements, the calculator provides a precise recommendation for the sample size. For the
statistical analysis in this survey, the calculator suggested a minimum of 246 respondents.
Nevertheless, we intended to increase the sample size beyond this, as an increase in size can
help to improve the accuracy of the results and make it easier to detect potential biases. It
also helps to reduce the margin of error, which is essential when making decisions or
drawing conclusions.
In the beginning, 550 questionnaires were distributed based on the assumption that
consumer surveys are often have lower response rates from participants. Approximately 354
of the questionnaires were filled out, which was in line with what we expected. As a result of
our screening (missing responses and outliers), we were able to identify 328 valid responses.
The explanation in Table 1 is more detailed in this regard. This survey included consumers
of varying ages. Nearly 88% percent of respondents were aged between 18 to 50 years.
Approximately 32% of consumers in this survey had graduate degrees, and 55% had
master’s degrees. Both men and women completed this survey, but men constituted
a higher proportion (59% versus 41%).
Instrument and measures
Respondents to this survey answered an adapted questionnaire using a five-point Likert
scale. Printed versions of the questionnaire were used for collecting responses. Printed
questionnaires additionally allow for greater control over the data collection process, as the
researcher can ensure that the questions are answered in the same way by all respondents.
Additionally, by having a physical version of the questionnaire, the researcher can easily
look back and check any responses that may have been unclear or require further clarifica-
tion. To ensure the content validity of the questionnaire items, we invited hospitality and
academic experts to assess them. A pilot study was also conducted that included a variety of
hospitality consumers (not included in the final survey). According to the results of the pilot
study, no consumer had problems understanding questions.
Five CSR items were derived from Fatma et al. (2020). Regarding social media, these
authors modified the original scale developed by Brown and Dacin (1997) and Klein and
Dawar (2004). The items in the CSR scale are designed to measure the extent to which
companies are perceived as engaging in socially responsible activities through their use of
social media. An example from this scale is, “when I see CSR-related communication on
a social networking website, I feel that this hotel services organization is socially respon-
sible.” Consumer happiness was quantified by using five items from the study of Fei et al.
(2022). Among these five-items, a sample item was “buying the services of a socially
responsible hotel (like this) makes me happy.”
Table 1. Data validation statistics.
Initial sample Received Not-received Deleted Outliers Final response
550 354 196 26 06 328
Percentage - 64.36% 35.63% 7.34% 23.07% 59.64%
12 H. HAN ET AL.
A three-item measure of warm glow was taken from the study of Birgit (2019). A specific
item used to measure warm glow was “I feel proud when I choose the services of a socially
responsible hotel services organization, like this hotel.” Our measure of altruistic values was
based on Schwartz (1992), consisting of eight items (illustrated item: ‘as a guiding principle
in my life, I consider working for the welfare of others). Finally, in order to quantify CAB
(four items), Melancon et al. (2011) scale was adapted and modified with respect to social
media. An illustrated statement, in this case, was, “I would defend this hotel services
organization on social media to others if I heard someone speaking poorly about it.”
Social desirability and method bias
A number of theoretical measures were adopted to minimize social desirability and com-
mon method bias. These included the use of anonymous surveys and randomized response
techniques. Using anonymous surveys and randomized response techniques, we ensured
that the respondents had no way of knowing which specific survey or answer they were part
of. This meant that respondents would not be incentivized to give answers that would make
them look better because these answers would not be attributed to them. Additionally, we
informed every hotel consumer (participating in this survey) that there was no right or
wrong answer, only genuine input needed. Furthermore, there were no vague statements in
the questionnaire. Respondent fatigue was also reduced by using shorter versions of all
scales because longer versions of scales can take a lot of time for respondents to answer,
resulting in them getting bored and not giving meaningful responses. Shorter versions of
scales are more efficient since they require less time and effort from respondents.
The empirical detection of common method bias was carried out by performing
Harman’s single-factor test (Harman, 1976). The single factor shared around 29% of
the variance, which is less than 50%. This indicates that the variance of the data is not
caused by a particular method but rather by a combination of different factors present
in the data. This suggests that the variance is due to the variation in responses from
the respondents rather than any single dominant factor. This lack of a dominant factor
also indicates that there was no common method bias issue. Table 2 includes more
detail.
Results
Initial analysis
Outer factor loadings and convergent validity
This study utilized factor analysis to examine the structure of variables and identify
relationships between items (see Table 3). With 25 outer items, factor loadings were
statistically significant, as none were below the threshold of 0.5. Convergent validity was
assessed through average variance extracted (AVE) values, which ranged between 0.541 and
0.631 for altruistic values and CSR, indicating satisfactory explanatory power. Figure 2
displays factor loadings for all items.
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 13
Table 3. Outer loadings and validity.
Λ S.D T.Values AVE
CSR 0.631
0.79 0.029 26.983
0.781 0.027 28.857
0.838 0.021 39.772
0.745 0.034 21.779
0.815 0.021 38.467
CHP 0.613
0.785 0.026 30.092
0.819 0.022 36.931
0.801 0.022 36.015
0.752 0.027 28.01
0.757 0.028 27.287
WGL 0.571
0.604 0.063 9.547
0.832 0.024 34.401
0.81 0.03 26.96
AV 0.547
0.78 0.023 33.9
0.731 0.058 12.508
0.742 0.026 28.118
0.744 0.032 22.921
0.713 0.036 19.882
0.737 0.03 24.396
0.74 0.029 25.718
0.73 0.028 25.635
CAB 0.721 0.041 17.72 0.601
0.777 0.029 26.381
0.838 0.018 46.308
0.759 0.032 23.404
Note: λ = Item loadings, AVE = Average variance extracted, CSR = corporate
social responsibility, WGL = warm glow, CAB = consumer advocacy behavior,
AV = altruistic values, CHP = consumer happiness.
Table 2. Method bias results.
Total Variance Explained
Initial Eigenvalues Extraction Sums of Squared Loadings
Component Total % of Variance Cumulative % Total % of Variance Cumulative %
1 7.184 28.734 28.734 7.184 28.734 28.734
2 3.340 13.359 42.093
3 2.827 11.306 53.399
4 2.181 8.724 62.124
5 1.166 4.663 66.786
6 0.995 3.980 70.766
7 0.807 3.227 73.993
8 0.665 2.662 76.655
9 0.618 2.471 79.126
10 0.558 2.231 81.357
11 0.491 1.966 83.323
12 0.469 1.875 85.198
13 0.444 1.775 86.973
14 0.423 1.691 88.663
15 0.399 1.595 90.258
16 0.366 1.463 91.721
17 0.350 1.400 93.121
18 0.309 1.237 94.359
19 0.274 1.095 95.454
20 0.246 0.984 96.438
21 0.215 0.859 97.296
22 0.205 0.819 98.115
23 0.175 0.699 98.814
24 0.158 0.633 99.447
25 0.138 0.553 100.000
Note: Extraction Method: Principal Component Analysis.
14 H. HAN ET AL.
Reliability
The reliability of each variable was assessed using Cronbach alpha, Rho_A, and
composite reliability values, which measured internal consistency and overall relia-
bility. With significant values (0.7 or greater) for all three criteria, the variables
demonstrated reliability. For example, CAB showed Cronbach alpha, Rho_A, and
composite reliability values of 0.778, 0.786, and 0.857, respectively. These findings
are summarized in Table 4.
Correlations and divergent validity
Significant and positive inter-variable correlations were observed, indicating a causal relation-
ship between variables. For example, CSR and CAB had a correlation of 0.513, and consumer
Figure 2. The measurement model: CSR = corporate social responsibility, WGL = warm glow, CAB =
consumer advocacy behavior, AV = altruistic values, CHP = consumer happiness.
Table 4. Reliability statistics.
Variable Cronbach alpha Rho_A Composite reliability
CSR 0.854 0.857 0.895
CHP 0.778 0.786 0.857
WGL 0.615 0.643 0.797
AV 0.882 0.884 0.906
CAB 0.778 0.786 0.857
Note: CSR = corporate social responsibility, WGL = warm glow, CAB = consumer advocacy
behavior, AV = altruistic values, CHP = consumer happiness.
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 15
happiness and CSR had a correlation of 0.679. These results supported our hypotheses,
particularly H1 and H2. Discriminant validity tests were conducted to ensure distinct measure-
ments between variables. All discriminant validity values exceeded correlation values, indicating
significance. The findings are summarized in Table 5 (Chen et al., 2022; Han et al., 2023).
Structural analysis
We tested our hypotheses using structural equation modeling with SMART-PLS software,
revealing all direct relationships to be significant (Table 6). Empirical evidence supported
H1, H2, and H4. Partial mediation was found between CSR and CAB through consumer
happiness and warm glow (H3 and H5 accepted). Consumer happiness and warm glow
were moderated by the interaction term CSR*AV (H6 and H7 accepted). A higher improve-
ment in consumer happiness and warm glow was noted at + 1 standard deviation from the
mean. Figure 3 represents the structual model, while the moderating effects of AV at
different levels of mean are presented in Figures 4 and 5.
Discussion
Our rigorous empirical analysis shows that CSR communication disseminated through
social media channels plays a pivotal role in influencing hotel consumers’ advocacy inten-
tions, as evidenced by a notable beta value of 0.243 and statistical significance (p < 0.05). As
hospitality organizations broadcast their CSR activities, they not only show their commit-
ment to societal and environmental goals but also heighten the perceived value among their
consumers. When consumers witness these CSR initiatives, their inclination to support
such hotels amplifies. This is not merely a preference; it is indicative of a broader trend
Table 5. Correlations and discriminant validity.
Variables CSR CHP WGL AV CAB
CSR 0.795
CHP 0.676 0.783
WGL 0.623 0.613 0.756
AV 0.651 0.614 0.512 0.740
CAB 0.513 0.493 0.495 0.504 0.775
Note: CSR = corporate social responsibility, WGL = warm glow, CAB = consumer advocacy behavior,
AV = altruistic values, CHP = consumer happiness
Table 6. Structural analysis.
Hypotheses Estimates (SE) t-values p-value CI
(CSR→CAB)
(CSR→CHP)
(CSR→WGL)
0.243(0.099)
0.190(0.081)
0.402(0.069)
2.444
2.366
5.806
0.015
0.020
0.000
0.043, 0.431
0.175, 0.321
0.222, 0.476
Indirect effects
(CSR→CHP→CAB)
(CSR→WGL→CAB)
0.094(0.043)
0.091(0.033)
2.184
2.778
0.000
0.029
0.030
0.020, 0.186
0.026, 0.156
Moderating effects
CSR*AV1→CHP
0.108(0.038) 2.826 0.005 0.036, 0.189
CSR*AV2→WGL 0.099(0.033) 2.980 0.003 0.035, 0.162
Notes: CI = 95% confidence interval with lower and upper limits, CSR = corporate social responsibility, WGL =
warm glow, CAB = consumer advocacy behavior, AV = altruistic values, CHP = consumer happiness
16 H. HAN ET AL.
Figure 3. The structural model image extracted from SMART-PLS, CSR = corporate social responsibility,
WGL = warm glow, CAB = consumer advocacy behavior, AV = altruistic values, CHP = consumer
happiness.
Figure 4. Moderation effect of altruistic values at different levels of mean.
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 17
where consumers actively choose to support organizations they perceive as socially respon-
sible. The flow of CSR information via platforms like Twitter, Facebook, or Instagram not
only educates consumers but also empowers them to champion, celebrate, and advocate for
such organizations. This advocacy, in turn, galvanizes the reputation of the organization
within the digital sphere and beyond.
We are living in an era where digital savviness is interwoven with consumers’ decision-
making processes. Consumers today, more than ever, are enlightened about the imperative
of organizations to act as stewards for environmental conservation and sustainability. They
are increasingly discerning, taking into account the ecological ramifications of their pur-
chases. This shift in consumer behavior is not just instinctual but is grounded in their
awareness of the genuine cost of commodities and a deeper understanding of how business
operations can either alleviate or exacerbate environmental challenges. This is supported by
a growing body of research (Badenes‐Rocha et al., 2022; Chu & Chen, 2019; Saldivar &
Zolfagharian, 2022).
Furthermore, the power of social media in this dynamic cannot be understated. Platforms
that facilitate two-way conversations, allowing consumers to not only receive information but
also to engage, discuss, and exchange views, are reshaping how businesses and consumers
interact. Such transparent and genuine CSR communication can weave powerful emotional
threads between consumers and organizations. This emotional bond, when nurtured, can lead
to unwavering loyalty, positive word-of-mouth, and robust recommendations from consu-
mers. From a theoretical standpoint, the lens of social identity theory highlights another
dimension. As hotel organizations champion ethical and socially responsible behaviors, they
pave the way for consumers to align and identify with their values. This alignment is not just
superficial because it aligns with consumers’ self-concept and their desire to be associated with
virtuous brands. Ultimately, when consumers discern and value the image of an organization
as genuinely socially responsible, it paves the path for increased loyalty, patronage, and sets the
foundation for long-term organizational success. To encapsulate, our research provides robust
evidence emphasizing the positive ramifications of CSR communication on CAB in the
context of the hospitality sector. Our study offers a deeper understanding of the integral
Figure 5. Moderation effect of altruistic values at different levels of mean.
18 H. HAN ET AL.
role that consumer emotions play in influencing CAB. We observed a direct relationship
where heightened positive emotions invariably lead to increased CAB engagement. This
underlines the criticality of recognizing and addressing consumer emotional states while
conceptualizing and executing CSR strategies. Within our study, both consumer happiness
and warm glow emerged as pivotal mediators in the relationship between CSR and CAB. This
accentuates the necessity for crafting positive consumer experiences on platforms like social
media where CSR initiatives are propagated. Such experiences not only amplify advocacy
intentions but also yield dividends for enterprises that have imbibed social responsibility in
their ethos, particularly within the hospitality sector. Our empirical data show a noteworthy
influence of CSR on consumer happiness (beta = 0.094, p < 0.05) and warm glow (beta = 0.91,
p < 0.05) amongst hotel consumers. This fortifies the importance of adept consumer relation-
ship management strategies tailored for the digital era where fleeting relationships can be
transformed into enduring emotional bonds. Through emotionally charged engagement
fueled by CSR activities, sustainable hospitality organizations witness enhanced consumer
happiness and warm glow. This is because today’s consumers are not just seeking transac-
tional exchanges; they perceive value in community upliftment and reciprocate with trust
when they identify such attributes in organizations (Bazaraa et al., 2022; Bezençon et al., 2020;
Bhattacharya et al., 2021). In sum, by tapping into the power of platforms like social media,
hospitality organizations can stimulate and harness positive emotions through their CSR
narratives, a sentiment that’s reiterated by prior studies (Guzzo et al., 2022; Kim & Park, 2020).
Furthermore, our data highlights the intriguing role of altruistic values, having
a beta value of 0.106 and p < 0.05. Altruistic value’s role is not just linear; it con-
ditionally indirectly moderates the relationship between CSR and CAB, using con-
sumer happiness and warm glow as pathways. The more pronounced altruistic
tendencies in hotel consumers magnify the positive emotions they experience.
Altruistic value’s moderating role is not simply subtle but it fine-tunes the impact,
scaling it up or down depending on the inherent strength of the CSR-CAB nexus via
consumer happiness and warm glow. When emotions are tethered to deeply ingrained
aspects of an individual’s identity, they invariably shape behaviors and responses.
Through well-executed CSR activities, hospitality businesses and the intrinsic altruistic
values of consumers find a harmonious alignment, amplifying emotions such as
consumer happiness and warm glow, especially when heightened altruistic values are
present. This symbiotic relationship underpinned by altruistic value’s conditional
indirect influence finds congruence with findings from previous scholarly works
(Ardenghi et al., 2021; Guan et al., 2022).
Implications for theory
Our research makes several theoretical contributions to the existing body of knowledge.
Firstly, our study illuminates the understudied area of how CSR may influence the com-
municative behaviors of consumers, specifically CAB. While previous CSR studies in
consumer behavior have largely centered on intentions like loyalty or brand purchase
intentions, we emphasize the potential of CSR to foster CAB. Given the weightage con-
sumers place on peer recommendations, understanding the CSR-CAB relationship becomes
paramount.
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 19
Our second theoretical observation touches upon the significant but sophisticated role
emotions play in influencing consumer behavior. Indeed, we focused on the emotions
represented by consumer happiness and warm glow, among hotel consumers. Our intent
was to hint at the broader scope of emotions and their potential implications without being
exhaustive. Recognizing the complexity of the CSR-CAB relationship, we incorporated
consumer happiness and warm glow as mediators to offer insights into potential emotional
mechanisms. It is understood that this is merely a starting point, and there is a vast
spectrum of emotions that can influence consumer behavior in this context.
Regarding the critique on our exploration of consumer relationship management and its nexus
with social media, we acknowledge that the domain of consumer relationship management’s
interface with social media is indeed vast and has been investigated from multiple angles, as
evidenced by the previous scholars (Dewnarain et al., 2019a, 2019b; Garrido-Moreno et al.,
2018). Our mention of the “gap” was in reference to how CSR-related communications on
social media platforms can foster long-term, emotionally-charged consumer relationships,
particularly in the hospitality context. We do not claim to provide a comprehensive solution
or replace traditional consumer relationship management but instead emphasize potential
directions where more synergies between social media and CSR could be explored for effective
relationship management. Lastly, our study emphasizes the value of CAB in the hospitality
industry. Given the inherent nature of services that often precludes prior experience or testing,
personal recommendations become indispensable. While the significance of CAB is universally
acknowledged, our focus was on the hospitality sector in Pakistan, facing with challenges akin
to global counterparts. The intent was to spotlight the potential benefits a hotel services
organization might garner by fostering CAB. We concur that while the premise is widely
believed, more concentrated efforts within hospitality literature would be beneficial.
Implications for practice
Our study offers a detailed exploration of the hospitality services segment, emphasizing
the important role of CSR in this context. Our research highlights the significance of
strategically curated CSR communications disseminated over various social networking
platforms in shaping the advocacy intentions of hotel consumers. In the current land-
scape, where service expectations are more or less uniform across hotel chains due to
standardization and competitive convergence, the differential impact often emerges
from factors like effective CSR narratives. Notably, our findings suggest that consumers
are keenly attuned to peer discussions about brands on social media. Thus, a hospitality
service can enhance its brand appeal by transparently showing its CSR endeavors. Such
initiatives foster a positive perception, especially if consumers discern genuine efforts
aimed at ecological preservation and community upliftment. Beyond the immediate
advantages of brand endorsements, our findings emphasize the long-term value accruing
from CSR activities. Notably, consumers tend to lean more favorably toward brands that
transparently display their socially responsible undertakings, translating to heightened
consumer loyalty and enhanced brand recognition. Our study also highlights the
importance of emotional resonance in consumer relationship management. We found
that incorporating elements that appeal to the emotional aspects of consumer psychol-
ogy, like consumer happiness and warm glow, can foster stronger, more lasting relation-
ships. Particularly in platforms like Facebook, Twitter, etc., where direct consumer
engagement is possible, hospitality services can harness the power of emotionally
20 H. HAN ET AL.
charged interactions to instill deeper brand loyalty. This emotional anchoring can result
in prolonged consumer allegiance to a particular hospitality service. Our findings further
revealed the multidimensional benefits of CAB. Beyond mere loyalty, brand advocates
often champion and defend their preferred brands, especially when confronted with
negative reviews or criticisms. Hence, it is imperative for brands to leverage CSR
effectively to evoke positive emotional responses in consumers, especially in the hospi-
tality context, where the human touchpoint in service delivery plays a pivotal role.
Limitations and suggestions for future
Our research provides a unique perspective within the theoretical framework and delivers
practical implications, but it comes with certain limitations. Firstly, our data collection was
geographically concentrated, focusing only on hospitality consumers in Lahore and Islamabad.
While these cities are significant, they might not fully represent the perspectives of the entire
country’s consumers. Future studies might benefit from incorporating more diverse cities.
Secondly, we adopted a cross-sectional data collection approach due to time and other con-
straints. Although such an approach has been commonly used, a longitudinal study design
might be more apt for examining causal relationships. A notable limitation arises from the wide
age range of our participants, which spans from 18 to 50 years. This broad range encompasses
multiple generational cohorts, such as Generation X and millennials. Each of these groups might
have unique views on CSR and its representation on social media. It would be insightful for
subsequent research to categorize responses based on these cohorts. Lastly, our study’s scope
was limited to the hospitality industry. However, other sectors, akin to hospitality, confront
challenges related to competitive convergence. Thus, applying our framework to diverse
industries or undertaking comparative analyses could offer richer insight in future endeavors.
Conclusion
Social media has ushered in a new era in the business realm, providing various advantages.
It not only facilitates dialogic communication with consumers but also grants businesses
unparalleled insights from real-time feedback, fostering agility in product and service
enhancement. This direct engagement fosters stronger consumer relationships, bolstering
loyalty. In today’s digital age, consumers turn to social platforms for diverse needs like
information, entertainment, and awareness. Emphasizing sustainability, consumers now
gravitate toward brands that uphold social responsibility. Hospitality businesses, in parti-
cular, can leverage their CSR initiatives to communicate their commitment to societal and
environmental betterment, enhancing their reputation and fostering consumer loyalty.
Furthermore, modern businesses must harness social media’s potential as a dynamic
communication tool capable of revolutionizing traditional, one-directional consumer rela-
tionship management approaches. Direct and swift engagement through social platforms
provides a tailored experience for consumers, deepening their relationship with brands. The
interactive nature of social media, coupled with its dialogic capabilities, enables businesses
to resonate emotionally with their audience, forging more profound connections. In sum,
a hotel services organization, by championing its CSR initiatives via social media, can
transform consumers into brand advocates, carving out a formidable competitive edge.
JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT 21
Statement of ethics
Given the nature of our research, no therapeutic or medicinal interventions were
administered or utilized. Accordingly, based on the guidelines of our institution(s)
and the broader academic community, our study did not necessitate formal ethics
committee approval.
Disclosure statement
No potential conflict of interest was reported by the author(s).
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