Strategic Nonprofit Communication: Effects of Cross-Sector Corporate Social Responsibility (CSR) Alliances on Nonprofits and the Mediating Role of Social-Objectives Achievement and Consumer Brand Identification

ABSTRACT

Strategic communication scholarship has examined the effects of cross-sector corporate social responsibility (CSR) alliances on companies; however, less is known about their impact on nonprofit organizations (NPOs). Drawing on multidisciplinary research, this study investigated how NPO-corporate CSR partnerships influence nonprofits. A 2 (nonprofit reputation: low vs. high) x 2 (CSR fit: low vs. high) x 2 (partnership duration: short vs. long) between-subjects experiment (N = 330) showed that CSR alliances are more effective for high-reputation NPOs. Mediation analyses revealed significant indirect effects on supportive intentions and NPO reputation through the mediator of social-objectives achievement. No significant direct effects were found for partnership fit and duration.

Follow-up mediation tests showed that social-objectives achievement led to increased word-of-mouth (WOM) intentions and reputational benefits when a high-reputation NPO allied with a high-fit company. Social-objectives achievement and consumer-brand identification produced positive supportive intentions and reputational benefits when the NPO collaborated with a high-fit business. Regarding duration, when the NPO launched short-term initiatives with high-fit companies, consumers demonstrated less favorable reactions toward the nonprofit if they did not identify with the partnering company. This study advances the strategic communication field by demonstrating that NPO-corporate CSR collaborations are complex and their success depends on underlying mechanisms.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

This work was supported by the Arthur W. Page Center for Integrity in Public Communication.