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Motivations for supporting corporate social advocacy: applying the SIMCA model

Motivations for supporting corporate social advocacy: applying the SIMCA model This study examines why publics support corporate social advocacy (CSA) by looking at their support as a form of collective action that is motivated by individuals' shared group efficacy, anger and politicized identity by applying the Social Identity Model of Collective Action (SIMCA).Design/methodology/approachThis study adopted an online survey (N = 273), sampling US adults who supported a company's CSA effort.FindingsThe survey found that shared group efficacy with the company led to higher intention to participate in CSA, engaging in positive word of mouth (PWOM) and providing financial support for the CSA cause. Individuals' identification with the company and the CSA cause also predicted intention to support CSA and PWOM. Sharing CSA cause-related anger with the company negatively predicted PWOM.Originality/valueThis study is original as it investigated why and how people support for a company's CSA initiative by applying the SIMCA model. It extends the applicability of the SIMCA model to explain support for CSA. Moreover, this study enriches our theoretical understanding of CSA as it provides implications for why publics support CSA and how corporations can play a central role in gaining publics' support while taking stances on controversial issues. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Communication Management Emerald Publishing

Motivations for supporting corporate social advocacy: applying the SIMCA model

Xiao, Anli; Overton, Holly K.
Journal of Communication Management , Volume 26 (4): 13 – Nov 28, 2022
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References (43)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1363-254X
DOI
10.1108/jcom-08-2021-0093
Publisher site
See Article on Publisher Site

Abstract

This study examines why publics support corporate social advocacy (CSA) by looking at their support as a form of collective action that is motivated by individuals' shared group efficacy, anger and politicized identity by applying the Social Identity Model of Collective Action (SIMCA).Design/methodology/approachThis study adopted an online survey (N = 273), sampling US adults who supported a company's CSA effort.FindingsThe survey found that shared group efficacy with the company led to higher intention to participate in CSA, engaging in positive word of mouth (PWOM) and providing financial support for the CSA cause. Individuals' identification with the company and the CSA cause also predicted intention to support CSA and PWOM. Sharing CSA cause-related anger with the company negatively predicted PWOM.Originality/valueThis study is original as it investigated why and how people support for a company's CSA initiative by applying the SIMCA model. It extends the applicability of the SIMCA model to explain support for CSA. Moreover, this study enriches our theoretical understanding of CSA as it provides implications for why publics support CSA and how corporations can play a central role in gaining publics' support while taking stances on controversial issues.

Journal

Journal of Communication Management – Emerald Publishing

Published: Nov 28, 2022

Keywords: Corporate social advocacy; Collective action; Social identity model of collective action

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