۱- Introduction

۲- Literature review

۳- Methodology

۴- Results

۵- Conclusions

References

Abstract

This study aimed to investigate how a firm’s corporate social responsibility (CSR) practices affect customers’ attitudes, their self-brand connection, and, in turn, brand preference with ridesharing services (e.g., Uber). Adopting a second-order construct of perceived corporate social responsibility (PCSR) reflected from three CSR dimensions—environment, economy, and ethics—this study posited PCSR influences customers’ brand attitudes, self-brand connection, and brand preference. A total of 300 valid responses was collected from a convenience sample. Results revealed PCSR showed significant impacts on customers’ brand attitudes and self-brand connection. However, no direct impact of PCSR on customers’ brand preference was identified, while mediation effects were detected between PCSR and brand preference by brand attitudes and self-brand connection. This study also discussed the managerial and theoretical implications of PCSR practices for a ridesharing service industry.

Introduction

Evolving from the traditional economy system, a new business model based on the sharing economy (e.g., Airbnb, Uber, etc.) has shifted slowly customers’ consumption behaviors to sharing and reusing products and services from owning and consuming them. According to Belk (2004), sharing an economy’s fundamental business principles lies in acquiring and distributing an underutilized resource for a fee or other form of monetary compensation. Even though sharing economy business models have played key business challenges to conventional accommodations, transportation, and other consumer goods, they are now becoming major market drivers, since their business practices are highly implemented through social networks and digital communications, sustaining the eco-friendly environment (Wang and Ho, 2017). Firms that adopt sharing economy business models develop platforms to connect service providers and end users, based upon demand. Due to the advancement of information technology, the sharing economy has become emerged as a trend transforming society and the business world today (Lee et al., 2018). For instance, Uber has proven successful in adopting such a business model and is currently fast-growing (PwC, 2015). Smartphone apps enable customers to use ridesharing services more easily and conveniently. According to research conducted by PwC (2015), 8% of all adults in the U.S. have participated in some form of automotive sharing. Among them, millennials or generations Y (born between 1982 and 1994) and Z (born from 1995 onwards) are notably using ridesharing services. By sharing resources with others, the sharing economy businesses have exerted similar principles to those of firms’ social responsibility and sustainability through high reliance on technology with a focus on sharing, reusing, and recycling (Cooper, 2016). The success of sharing economy businesses in the current consumer market comes from their adoption of the corporate social responsibility (CSR) principles as a core business value (Liu et al., 2014) and a tool for branding acknowledgment (Hoeffler and Keller, 2002). Researchers (i.e., Nina, 2017; Wang and Ho, 2017) have started to place a keen interest in identifying business values for sharing economy and examining exemplary practices of CSR that can mutually benefit the community economy and engagement. Although numerous studies have examined various impacts of CSR on firms’ marketing activities, some research gaps exist in a sharing economy business (Liu et al., 2014).