Consumer Identification and Trust

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International Journal of Hospitality Management 35 (2013) 8999

Contents lists available at ScienceDirect

InternationalJournal ofHospitality Management

j ournal homepage: www.elsevier .com/ locate / i jhosman

CSRand customer loyalty: The roles oftrust, customer identificationwith the company and satisfaction

Patricia Martnez, Ignacio Rodrguez del Bosque 1

University of Cantabria, Faculty of Economics, Avenidade los Castros s/n, 39005 Santander, Cantabria, Spain

a r t i c l e i n f o

Keywords:

Corporate social responsibility

Customer trustCustomer identification

Customer satisfaction

Customer loyalty

Hospitality industry

a b s t r a c t

Corporate social responsibility (CSR) has become a crucial construct in hospitality companies. One of

the main reasons is due to the idea that CSR influence consumer loyalty. This paper presents a model

ofinfluence ofCSRon hotel customer loyalty by simultaneously including trust, customer identification

with the company and satisfaction as mediators by showing the direct and indirect effects among these

constructs. In the proposed model, loyalty is indirectly affected by perceived CSR, via the mediation of

trust, identification and satisfaction. Empirical testing using a surveyofSpanish hotel consumers confirms

most ofour hypothesized effects except the effect ofcustomer trust on customer identification with the

company. Finally, managerial implications and limitations ofour findings are discussed.

2013 Elsevier Ltd. All rights reserved.

1. Introduction

The hospitality industry is one of the worlds fastest grow-

ing sectors playing an essential role in tourism, since tourists are

undertaking travel to increasingly distant places and locations, inincreasing numbers (De Grosbois, 2012). This sector is frequently

viewed as a source of economic, environmental, social and cul-

tural benefits through its support of job creation, improvements

to infrastructures and cultural understanding (Bohdanowicz and

Zientara, 2009). Nevertheless, in satisfying the growing needs of

hotel guests, there are many negative impacts such as air andnoise

pollution,biodiversity loss, waste generation,non-compliancewith

fundamental laborstandards, and the growth of prostitution (Chan,

2011). Therefore,a corporatesocial responsibility(CSR) orientation

is a strategy for companies in the hospitality sector to mini-

mize the negative impacts of their activities on natural, cultural

and social environments (Chan, 2011). CSR means that organiza-

tions take on responsibility toward others in society, not only on

their shareholders and customers (Holloway, 2004). Nowadays,

customers are vulnerable to diverse problems they are dealing

with, such as crisis in values, natural disasters, climate change

and enormous differences among regions and financial crisis in

developed countries. These are issues for hospitality companies to

play a constructive role in society by introducing CSR into firms

strategy to achieve customer loyalty and sustainable competitive

Corresponding author. Tel.: +34 942 20 16 61.

E-mail addresses: [email protected] (P. Martnez), [email protected]

(I. Rodrguez del Bosque).1 Tel.: +34 942 2016 61.

advantages (Nemec, 2010). As a result, a growing number of

hospitality companies have implemented a number of socially

responsible practices to show their commitment toward this con-

cept. Meli Hotels International, Marriott International, NH Hotels

and Novotel Hotels have all implemented numerous CSR ini-tiatives including energy and water conservation, recycling and

community involvement (Goeldner and Brent Ritchie, 2006). For

example, Meli Hotels International cooperates with TUI Travel

the leader travel group in Europe in the distribution of a spe-

cific guide in which they educates clients on souvenir purchasing.

Similarly, NH Hotels created the Ecomeeting concept, in which

events, congresses and conventions are organized based on sus-

tainability requirements ensuring a respectful use of energetic

resources, using products with low environmental footprint and

fair trade.

One of the main reasons for this growing interest is because

of the idea that CSR influence consumer loyalty at a time when

hospitality companies are facing an extremely business compet-

itive environment and ever growing customer expectations (Han

et al., 2011). Many hospitality firms are having difficulty increas-

ing their market share because of rising international competition,

slower growth rates, decreased population growth, and oversup-

plied and mature markets (So et al., 2013). Thus, firms within this

sector have become more interested in looking after and retain-

ing their customers because the advantages seem obvious. When

customers become loyal, they buy more, are willing to pay more

andrecommendmore (Harris and Goode, 2004). However, creation

of loyalty among customers represents a challenge for hospitality

business since switching hospitality supplier can represent a risk

because it is difficult to estimate the quality of the service before it

is consumed (Nemec, 2010).

0278-4319/$ seefrontmatter 2013 Elsevier Ltd. All rights reserved.

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90 P. Martnez, I. Rodrguez del Bosque / International Journal of Hospitality Management35 (2013) 8999

Therefore, in their search for increasing their loyal customers,

firms try their best to develop long-term relationship with cus-

tomers, fulfilling their various needs and wants (Han and Back,

2008). Withthis increased interest in customer relationships, it has

become increasingly obvious that hospitality theory and practice

must include customer loyalty as a central construct in relation-

ships and must also incorporate its antecedents. Extant literature

presentsseveral perspectives on thistopic (Harris andGoode, 2004;

He et al., 2012). Previous studies largely focus on the examina-

tion of key marketing concepts that serve as customer loyalty

antecedents such as customer satisfaction (Lee et al., 2009) and

customer trust (Chaudhuri and Holbrook, 2001). Harris and Goode

(2004) state that services researchers continue to devote consid-

erable attention to these social exchange variables as attempts to

understand the dynamics of service. In the last years an integrated

approach is rising that incorporates these constructs into holistic

conceptualizations (He et al., 2012). To date the literature devotes

insufficientattention to social identificationantecedents (e.g., iden-

tification) to customer loyalty and has not yet incorporated them

into established frameworks. Recent studies propose that a social

identity perspective could be useful to explore the relationship

between companies and their stakeholders (Bhattacharya and Sen,

2003). Academic literature provides evidence on the effects of cus-

tomer identification with the company on customer loyalty (Heand Li, 2011; Marin et al., 2009; Perez et al., 2012). Customer iden-

tification with the company (C-C identification) is defined as a

cognitive state of consumer connection and closeness to a com-

pany(Duttonet al., 1994), brought about by subjective comparison

of the organizational entity and the consumers own identity. Anal-

ysis of C-C identification can be used to provide a more effective

explanation for the influence of CSR on customer loyalty, due to

the fact that a subject can satisfy self-definitional needs through

his/her relationship with a socially responsible company (Sen and

Bhattacharya, 2001). However, limited research integrates social

identity variables (e.g., identification) with social exchange vari-

ables (e.g., trust and satisfaction) in explaining customer loyalty

(Heetal.,2012). Since bothsocialidentification processes(Stetsand

Burke, 2000;Tajfel and Turner, 1979) and interpretations of servicedynamics (Harris and Goode, 2004) contribute to consumers

psychological processes, including both courses into a broader

conceptualization of customer loyalty development seems logi-

cal. This research offers an integrated framework to overcome this

gap.

Furthermore, fairly recently the CSR notion has been used in

studies incorporating the customer loyalty model. In this sense,

recent studies empirically demonstrate a positive relationship

between CSR and customer loyalty (Garca de los Salmones et al.,

2005;He and Li,2011; Marin et al., 2009;Perezet al., 2012). Most of

these studies propose that CSR directly generates more customer

loyalty, without requiring the intervention of mediating variables.

According to these studies, CSR is such a significant attribute of

corporate image that it is able to mechanically attract the con-sumer. However, due to the inherent complexity of the construct,

it is doubtful that CSR will be taken into account mechanically

by consumers when making consumption decisions, or deciding

which company to strengthen relations with (Bhattacharya and

Sen, 2003). This study considers that CSR influence on customer

loyalty is explained better by including in the analysis the role

played by social identity variables (e.g., identification) and social

exchange variables (e.g., trust and satisfaction). Although several

studies have attempted to link CSR to consumer responses, there

is still a limited understanding of the different paths that con-

nect CSR to loyalty (Marin et al., 2009). In fact, little research

has provided a conceptual model to understand how CSR influ-

ences hotel customer loyalty formation process (Mason et al.,

2006).

The present research makes a number of contributions to the

hospitality literature. First, it test and demonstrates that CSR plays

a significant indirect role in the development of hotel customer

loyalty. Second, this research confirms the pivotal role of C-C iden-

tification in theprocessof CSR to customerloyaltydevelopmentand

stresses the mediating effects of customer trust and satisfaction on

the effects of CSR on customer loyalty. By doing so, this research

expands previous studies that suggest that social identification

perspective of customer loyalty can integrate with other perspec-

tives such as the conceptualization of service dynamics (Harris

and Goode, 2004) through incorporating the mediation effects of

social exchange variables in explaining customer loyalty (He et al.,

2012). To the best of our knowledge, previous empirical studies in

the hospitality sector did not incorporate different perspectives of

customer loyalty into a more general framework by stressing the

mediating roles of customer identification, trust and satisfaction.

Consequently, our research distinguishes itself by expanding prior

research on social identity perspective of customer loyalty through

incorporating the mediation effects of social exchange constructs

and social identity variables along the path from CSR to customer

loyalty.

2. Researchmodel and development of hypotheses

2.1. Customer loyalty and its antecedents

Within the hospitality context, there is intense interest in

identifying those factors that determine guest loyalty to hotels

because it is generally believed that loyal customers lead to greater

profitability. Most hotels offer reward schemes, routinely track

their guests likes and dislikes, and give special deals for repeat

customers (Mason et al., 2006). In this context, the consumer

is the most limited resource for the company and their loy-

alty directly affects its profits (Edvardsson et al., 2000). There is

considerable studies on the drivers of loyalty in hospitality busi-

nesses (Mattila, 2006; So et al., 2013; Tanford et al., 2012), but

none that has investigated the loyalty determinants presentedhere within a single study. To the best of our knowledge, pre-

vious empirical studies in the hospitality sector did not expand

prior research on social identity perspective of customer loyalty

through incorporating the mediation effects of trust and satisfac-

tion as social exchange constructs, and customer identification as

a social identity variable along the path from CSR to customer loy-

alty.

Considerable debate exists in the academic literature regarding

thedefinition anddimensionality of consumerloyalty. Oliver (1997,

p. 392) defines this construct as adeeply heldcommitmenttore-buy

or re-patronizea preferredproductor serviceconsistentlyin thefuture,

thereby causing repetitive same-brand or samebrand-set purchasing,

despite situational influences andmarketingefforts having the poten-

tialto cause switchingbehavior. Similar definitions for the constructexist butmuch of the original research on customer loyalty defined

it in behavioral and attitudinal terms (Han et al., 2011). Precisely,

a general approach to analyze customer loyalty is to differenti-

ate between consumers attitudinal loyalty and behavioral loyalty

(Chaudhuri and Holbrook, 2001; Han et al., 2011). The behavioral

component of customer loyalty is related to repeated transactions

made from the consumer in a specific period of time. However,

repurchase behavior can be due to satisfaction or just to a lack of

alternatives, or as a reason of convenience or habit. Therefore, it is

thought that this approach can lead to identifying as loyalty some

behaviors that have been usually described as spurious loyalty or

even no loyalty, which happen when the repurchase takes place

even if the organization has a negative image in the market (Dick

and Basu, 1994, p. 100).


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P. Martnez, I. Rodrguez del Bosque / International Journal of Hospitality Management35 (2013) 8999 91

A broader and more complete visionof loyalty, supportedin this

study, refers to consumerloyaltyas a stepfurther.Therefore, loyalty

is analyzed in terms of consumer preferences and intentions (atti-

tudinalloyalty). Attitudinalloyaltymeans thata positive evaluation

ofthe company is made together with the existence ofan emotional

link between the consumer and the organization that generates a

real loyalty or, at least, a potential loyalty. This type is linked to

active loyalty, whichnot only means repurchase but also a positive

word of mouth. To this end, some hospitalityresearchers evaluated

customer loyalty solely employing an attitudinal approach (Han

and Back, 2008). However, a customers favorable attitude toward

a particular product or brand may not assure repeat patronage or

repurchase frequency (Dick and Basu, 1994; Oliver, 1997). Thus,

hospitality researchers insist and agree that measuringboth attitu-

dinal and behavioral aspects is essential to assess customer loyalty

precisely (Han et al., 2011).

To conclude, below are the antecedents of loyalty that act as

study variables in this research. As stated by Mason et al. (2006)

there is no general agreement on what creates loyalty to a hotel.

Although customer loyalty has been linked to CSR both theoreti-

cally (Sen and Bhattacharya, 2001) and empirically (Garca de los

Salmones et al., 2005; Marin et al., 2009; Perez et al., 2012) there

is still a limited comprehension of the alternative paths that link

loyalty to CSR. A sequential approach, where the mediation of cer-tain constructs explains the different ways that CSR activities and

behavioral outcomes are linked, willbe helpful for hospitality man-

agers in order to implement and develop actions that enhance

consumers loyalty in this specific sector.

2.1.1. Consumer trust

Consumer trust is defined as a belief that the product or service

provider can be relied on to behave insucha manner that the long-

term interests of theconsumers will be served(Crosbyet al., 1990).

Academicliterature identifiestrust as a prerequisite for thecreation

and preservation of long-term relationships between the company

and consumers (Morgan and Hunt, 1994), especially in the context

of services markets. In this sense, Reichheld and Schefter (2000, p.

107) observe that to gain the loyalty of customers, you must first

gain their trust. The importance of trust in explaining customer

loyalty is supported by authors such as Chaudhuri and Holbrook

(2001), Sirdeshmukh et al. (2002) and Ball et al. (2004). Relation-

ship marketing theory has been well supported in the marketing

empirical literature and trust has been empirically demonstrated

to be an importantmediator between corporate activities and con-

sumer loyalty (Ball et al., 2004; Chaudhuri and Holbrook, 2001).

Moreover, trust is considered key to building relationships within

thehospitality industry.A number of researchers have documented

theroleoftrustinloyaltytohotels(Hikkerova,2011;Soetal.,2013 ).

In those studies, trust has been shown to be a strong determinant

of loyalty.

Trust is conceived as having two components: (1) performance

or credibility trust and (2) benevolence trust (Sirdeshmukh et al.,2002). Within the hotel sector, competence trust suggests that the

customer believes in the ability, infrastructures of the hotel, skills

and knowledge of the hotel employees, and capability of the hotel

to provide the expected information and services to customers

when they arrive and stay at the hotel. Secondly, benevolence trust

is the customers reliance upon the care, concern, honesty and

benevolence shown by the hotel. Customers trust in the hotels

benevolence refers to their belief that the hotel will not only act

in a competent and reliable manner, but will also have the well-

being and interests of the customer at heart when making service

decisions and providing services. Therefore, based on these ideas

about trust, we propose the following hypothesis:

H1. Customer trust will positively influence on customer loyalty.

2.1.2. Customer identificationwith the company

Customer identification with the company (C-C identification)

is an important but underutilized construct. Similar to trust, C-C

identification also influences customer loyalty (Bhattacharya and

Sen, 2003; Marin et al., 2009; Perez et al., 2012). Based on Social

Identity Theory (Stets and Burke, 2000; Tajfel and Turner, 1979)

and Self-Categorization Theory (Hornse, 2008; Turner et al., 1987)

C-C identification helps explain reasons and motivations which

encourage individuals to relate to companies. This occurs through

a cognitive categorization process where an individual positions

him/herself as a member of an organization by enhancing similar-

ities with other members and differences with non-members. By

the awarenessof belongingand connection to an organizationindi-

viduals canachievea positive social identity (Kreiner and Ashforth,

2004). As a result of this sense of connection, the organization is

psychologically acceptedas partof thatpersonal identity(Scott and

Lane, 2000). The underlying premise is that individuals typically

go beyond their personal identity to develop a social identity with

the hope of articulating their sense of self (Kreiner and Ashforth,

2004) and that individuals may also identify with organizations

even when they are not formal members of these organizations

(Scott and Lane, 2000). Therefore, organizational customers also

have the need for self-definition and may express themselves

through developing social identifying relationships. In this regard,C-C identification is a cognitive stateof self-categorization, connec-

tion and proximity of a consumer to the company (Bhattacharya

and Sen, 2003), brought about by a subjective process of compar-

ison between the organizational identity and the consumers own

identity (Ashforth and Mael, 1989; Dutton et al., 1994). In other

words, this cognitive state of connection and proximity implies a

perception of overlap between the organizational and the personal

identity (Ashforth and Mael, 1989; Bhattacharya and Sen, 2003)

where theexistence of sharedvalues plays an important role (Scott

and Lane, 2000).

C-C identification originates consumers to become psycholog-

ically attached to and care about the company (Bhattacharya and

Sen, 2003), which positively stimulates their loyalty (Marin et al.,

2009; Perez et al., 2012). Moreover, Bhattacharya and Sen (2003)propose that in consumercompany relationship contexts, the

commitment generated by identification is expressed by a more

stable andlasting preference, so loyalty is a natural consequence of

C-C identification. Since consumers identify not only with its prod-

ucts or services butalso with a company, their loyalty is likely to be

invulnerable to minor modifications in product (or service) devel-

opmentand extendto allthe products andservicesprovidedby the

company (Bhattacharya and Sen, 2003). To our knowledge, hospi-

talityresearchhas notdocumentedthe role of C-C identification on

hotel customer loyalty which represents a fundamental advance in

academic literature within this context. Therefore, based on these

ideas about C-C identification, we propose the following hypothe-

sis:

H2. C-C identification will positively influence on customer loy-

alty.

2.1.3. Customer satisfaction

Finally, an extensively tested relationship between consumer

satisfaction and loyalty is included (Dick and Basu, 1994; Oliver,

1997). The academic literature has suggested that if customers

are satisfied with their chosen brands, increasingly they will be

inclined to re-purchase its products or services and finally become

loyal customers exhibiting strong customer goodwill. Research has

shown that customer satisfaction has a significant positive impact

on customerretention, service usage, andon share of customer pur-

chases so customer satisfaction is considered to be one the main

antecedents of customer loyalty (Verhoef, 2003). Many studies in


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the previous hospitality and tourist literature have proposed and

tested the relationship between satisfaction and loyalty (Kim et al.,

2001; Evanschitzky and Wunderlich, 2006). For instance, in the

hotel industry, Kim et al. (2001) demonstrated that satisfaction

was an important predictor of commitment and loyalty. Hence,

and basing on the previous literature review regarding customer

satisfaction we propose:

H3. Customer satisfaction will positively influence on customer

loyalty.

3. Influence of CSR associations on C-C identification, trust

and satisfaction

CSR associations reflect the organizations status and activi-

ties with respect to its perceived societal obligations (Brown and

Dacin, 1997). An increasing stream of research proposes to study

the effects of CSR associations on consumer attitudes and behaviors

emphasizing the identification of this collective with the company.

Actually, several authors have identified a positive influence of

CSR associations on consumer identification with the company (He

and Li, 2011; Lichtenstein et al., 2004; Marin et al., 2009). More-

over, although CSR information is better used to generate states of

identification and connection for the consumer toward the com-pany, some researchers also suggest its relationship to consumer

trust and satisfaction (Luo and Bhattacharya, 2006; Swaen and

Chumpitaz, 2008). Regarding the link between CSR and C-C iden-

tification, the organizational identification literature teaches that

companys CSR activities reveal a corporate character and iden-

tity that allows stakeholders to identify with the firm on the basis

of an evaluation of the overlap between their own identities and

that of the company (Lichtenstein et al., 2004; Maignan and Ferrell,

2004; Sen and Bhattacharya, 2001). CSR initiatives associate the

company with an image of responsiveness to the needs of the soci-

etyit depends on for continuedexistence andsurvival (Marin et al.,

2009). Recently, studies about C-C identification (Bhattacharya and

Sen, 2003; Marin et al., 2009) suggest that CSR initiatives are a key

element of corporate identity that can induce customers to identifyand develop a sense of connection with the company. More pre-

cisely, Lichtenstein et al. (2004, p. 17) state that the way that CSR

initiatives create benefits for companies appears to be by increasing

consumers identification with the company. For this reason, indi-

viduals who are aware of the companys efforts to develop socially

responsible activities will develop higher stages of identification

with thefirm than thoseindividualswho arenot aware of these ini-

tiatives (Bhattacharya and Sen, 2003). Additionally, it is suggested

that individuals are more likely to identify with those companies

with higher levels of CSR in order to express a more ethical and

social image and increase their self-esteem (Aquino and Reed II,

2002). Taking into account all the literature review presented, it

seems appropriate to propose that:

H4. CSR associations will have a positive directeffect on C-C iden-tification.

3.1. CSR associations and customer trust

Similar to C-C identification, trust is positively affected by CSR

(Ball et al., 2004; Kennedy et al., 2001; Swaen and Chumpitaz,

2008). Consumer trust is affected by the existence of values that

the company and its consumer share (Morgan and Hunt, 1994).

Regarding CSRs initiatives, this behavior provides information

about corporate character and values (Brown and Dacin, 1997),

and it is useful for enhancinggeneral trust towardthe organization

(Aaker, 1996). As Hosmer (1994) states, by injecting ethical and

responsible principles into companies strategic decision-making

processes firms canenhance the trust of all stakeholders, including

customers. The perception that a company is ethical and responsi-

ble stimulates trust-based relationships founded in the belief that

all exchange partners actions will be credible beyond any contrac-

tual or legal constraints (Swaen and Chumpitaz, 2008). In support

of this view, Pivato et al. (2008, p. 5) also recently proposed that

the creation of trust is one of the most immediate consequences of a

companys social performance or the immediate or most proximate

outcome of CSR activities (with attitude, behaviors, and financial

performance being more distal CSR outcomes). Thus, we put for-

ward the following research hypothesis:

H5. CSR associations will positively influence on customer trust.

3.2. CSR associations and customer satisfaction

In the same way, the academic literature has suggested that

CSR associations can influence customer satisfaction (Bign et al.,

2011; He and Li, 2011; Luo and Bhattacharya, 2006). However,

those works in which has been tested the relationship between

CSR and consumer satisfaction have based their analysis on eco-

nomic criteria (Luo and Bhattacharya, 2006). So, theanalysis of this

relationship not basing the study on economic criteria is consid-

ered a contributing source to the literature (Bign et al., 2011).

CSR associations create a favorable context around the companystimulating the emission of more favorable judgments about the

service experience (Brown and Dacin, 1997). So that customers are

more understanding to failures in the service delivery improving

customer satisfaction. Luo and Bhattacharya (2006, p. 3) articulate

three reasons for what they name the CSR activities-customer sat-

isfaction effect. Firstly, as Maignan et al. (2005) suggest companys

customers can be potential stakeholders who cares about not only

the economic performance of organizations but also to the over-

all standing (including social performance) of the company. Thus,

customers are likely to be more satisfied if services or products

providers develop CSR initiatives and present a socially responsi-

ble behavior toward society (He and Li, 2011). Secondly, a strong

record of CSR creates a favorable image that positively enhances

consumers evaluations of the firm and their attitude toward it(Sen and Bhattacharya, 2001). Moreover, CSR initiatives are a key

element of corporate identity that can lead customers to identify

with the company and these customers are more likely to be sat-

isfied with firms offerings (Bhattacharya and Sen, 2003). Three,

Mithas et al. (2005) empirically demonstrate that perceived value

is a key antecedent to promoting customer satisfaction. Customers

are more likely to derive better perceived value and, consequently,

highersatisfaction from a product that is made bya socially respon-

sible company (Luo and Bhattacharya, 2006). Following this line of

thought, this paper argues that CSR associations have an effect on

customer satisfaction. Thus, we hypothesize:

H6. CSR associations will positively influence on customer satis-

faction.

3.3. Identification and satisfaction

Expectation disconfirmation theory of customer satisfaction

(Oliver, 1997) proposes that customers are more likely to be satis-

fied when the actual company performance exceeds or confirms

prior expectations. C-C identification provides a more favorable

context for customers to respond to company performance experi-

ence as against prior expectation (He and Li, 2011). Thus, when

company performance expectations are confirmed (or exceed),

those customers with higher levels of identification with the com-

pany will be more satisfied, since it reassures customers of their

psychological attachment with the company, which in turns helps

the customers to preserve its self-esteem (Aquino and Reed II,

2002). However, whencorporate performance expectations are not


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TRU

LOYCSR CCI

SAT

H1

H2

H3

H5

H4

H6

H8

H7

H9

Fig. 1. Conceptual model.

confirmed, customers with high levels of identification with the

company will tend to be less dissatisfied due to their more affec-

tive attachment to the company (Chaudhuri and Holbrook, 2001).

Thus, customers with stronger identification are more prone to be

satisfied with thecompany(Bhattacharya andSen, 2003;He and Li,

2011). Therefore, it is more likelythat customers with higherlevels

of identification with the company experience more severe states

of satisfaction. So that, we propose:

H7. C-C identification will positively influence on customer satis-faction.

3.4. Identification and trust

Mutual trust is a key characteristic of successful social

exchanges. Therefore, companies consider building a trustwor-

thy identity among their stakeholders customers, employees,

investors and other bodies as a crucial mission. Customers are

likely to identify with trustworthy organizations in order to com-

municate their self-definition and enhance their self-esteem (Keh

and Xie, 2009). By identifying with the trusted party character-

ized as being competent, benevolent and honest, customers tend

to portray a similar profile to them. That a customer will per-

ceive a linkage between its self-identity and a specific companywhen the firm distrusts the consumer is hard to imagine. In this

sense, Bhattacharya and Sen (2003) propose that the extent to

which consumers perceive the company identity as trustworthy

will determine their response to it. Further, as a key factor in

building close and long-term relationships, trust should also be

an antecedent of identified relationships. Based on the previous

argument, it is hypothesized that:

H8. Customer trust will positively influence on C-C identification.

3.5. Trust and satisfaction

Previous studies documentthat trustand satisfaction are closely

related to each other. Academic literature in the hospitality con-

text supports the close relationship between satisfaction and trust

(Christou,2010; Yuksel et al., 2008). Previous studies maintain that

trust precedes satisfaction (Chiou and Pan, 2009). According to

these studies there are many different sources of trust and these

will have a positive influence on the quality of experience with the

organization (e.g., satisfaction judgment). For instance, one may

build trust in an organization based on positive word-of-mouth,

advertising,and other types of communication. Thiswill have a pos-

itive influence on his/her own judgment of the organization, upon

experiencingthe firm.Therefore, trust in an organizationwill create

a positive attitude toward the organization, increasing satisfaction

(Chiou and Pan, 2009) (Fig. 1). So that, we propose:

H9. Customer trust will positively influence on customer satisfac-

tion.

4. Methods

4.1. Data collection and sample

The quantitative method used to test the research hypothe-

ses included the development of a survey questionnaire to

measure customers perceptions of Spanish hotel companies. A

non-probability sampling procedure was chosen (Trespalacios

et al., 2005) to design the research sample. To ensure greater rep-

resentation of the data, a multistage sampling by quotas was made

by characterizing the population according to two criteria relevant

to the investigation: the sex and the age of the respondent. Thus,

personal surveys of hotel customers were conducted during the

period April 425, 2011. The data collection was developed in col-

laboration with university students of the University of Cantabria

coursing their last academic year. Of the 400 questionnaires, 382

usable questionnaireswere returned.Respondents wereinstructed

to refer national hotels where they had spent their last holidays

in the last year when answering questions regarding the variables

integrated in the model.

4.2. Measures

Existing well-established multiple-item 7-point Likert scales,

ranging from strongly disagree (1) to strongly agree (7), were

adopted to measure our variables. CSR associations were measured

followingthe model providedby Brown andDacin (1997). C-C iden-

tification was measured using a four item scale from Mael and

Ashforth (1992). Customer satisfaction was measured following a

six items scale provided by Cronin et al. (2000). In the literature,

researchers have used both the unidimensional (Selnes and Sallis,

2003) andmultidimensionalviews of trust(Kingshott,2006). In this

research, we took a multidimensional perspective and operational-

ized customer trust multidimensionally. Measures of consumer

trust were adapted from extant research (Morgan and Hunt, 1994;

Sirdeshmukh et al., 2002) and included five items measuring the

performance and benevolence components of trust. Finally, cus-tomer loyalty measure was drawn from extant services literature

(Sirdeshmukh et al., 2002; Zeithaml et al., 1996) and included four

items measuring both the attitudinal and behavioral components

of loyalty. The final measures are provided in the Appendix. Before

the main study, the questionnaire was assessed for content valid-

ity based on feedback from two scholars and sixteen postgraduate

students who specializes in hospitality and tourism, who offered

comments concerning item comprehensibility, readability, word-

ing, ambiguity and any other weaknesses in the questionnaire

design and instrumentation (Hair et al., 2010). During the pretest

procedure, respondents were encouraged to comment any ques-

tion that they thought was unclear, ambiguous or that they were

unable to answer. Some minor grammatical changes were made to

the questionnairefollowing thepretest process. Nevertheless, noneof the items was deleted in response to theexperts comments. The

items on the questionnaire were used because they met the criteria

for the item analysis.

5. Results

Table 1 displays the respondents profile. Female respondents

accounted for 50.2% of the sample, while male respondents repre-

sented 49.8%. Ten percent of the respondents were under the age

of 24, with 38.7% between the ages of 25 and 44, and 51.3% over

the age of 45. Interms of educational level, 52.7% of the sample had

an undergraduate degree, 20.3%a graduate degree and18.9%of the

respondents had a postgraduate degree.


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Table 4

Structural equation model results.

Hypotheses Structural relationship Std. coefficient (Robust t-value) Contrast

H1 TrustLoyalty 0.68 (9.12)* Accepted

H2 C-C identificationLoyalty 0.45 (3.66)* Accepted

H3 SatisfactionLoyalty 0.39 (2.75)* Accepted

H4 CSRC-C identification 0.30 (3.74)* Accepted

H5 CSRTrust 0.49(4.95)* Accepted

H6 CSRSatisfaction 0.73(11.02)* Accepted

H7 C-C identificationSatisfaction 0.34 (3.65)*

AcceptedH8 TrustC-C identification 0.11 (1.56) Rejected

H9 TrustSatisfaction 0.53 (4.38)* Accepted

NFI =0.93 TLI = 0.95, CFI = 0.93 IFI = 0.96, GFI = 0.87 RMSEA = 0.06

2 =353.738, df= 157 (p= 0.000), 2/df=2.25

* Significantp


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Table 5

Mediation analysis results.

Fit estimates 2 df 2 df NFI TLI CFI IFI GFI RMSEA

Model 1 353.73 157 Base comparison 0.93 0.95 0.93 0.96 0.88 0.06

Model 2 78.907 13 0.93 0.90 0.94 0.94 0.87 0.11

Model 3 453.61 160 99.87 3 0.89 0.91 0.92 0.92 0.86 0.08

Model 4 347.65 156 6.08 1 0.93 0.95 0.93 0.96 0.87 0.06

Model 1, full mediation Model 2 Model 3, no mediation Model 4, partial mediation

CSRTrust 0.49* 0.25* 0.49*

CSRC-C identification 0.30* 0.36* 0.30*

CSRSatisfaction 0.73* 0.43* 0.72*

CSRLoyalty 0.38* 0.51* 0.10

TrustLoyalty 0.68* 0.59*

C-C identificationLoyalty 0.45* 0.35*

SatisfactionLoyalty 0.39* 0.34*

TrustSatisfaction 0.53* 0.52*

C-C identificationSatisfaction 0.34* 0.30*

TrustC-C identification 0.11 0.11

R2

Trust 0.21 0.22 0.21

C-C identification 0.40 0.43 0.40

Satisfaction 0.75 0.70 0.75

Loyalty 0.74 0.14 0.28 0.74

* Significantp


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path to customer royalty. This research demonstrates this point

by developing and testing a general framework that integrates

social identity and social exchange perspectives on customer loy-

alty. Recently, academic literature agrees to integrate the role of

different constructs such as trust and satisfaction (He et al., 2012;

So et al., 2013) to customer loyalty. Therefore, this study expands

previous researchon social identityperspective of customerloyalty

by incorporating the mediationeffects of social exchange variables.

Additionally, this study proves the pivotal role of customer iden-

tification development and highlights the mediation influence of

C-C identification on the effects of CSR on the path to customer

loyalty.

From a practical point of view, this research expands the tra-

ditional view of CSRs effects on customers and suggests that CSR

associations do not only affect product evaluation, but also cus-

tomer identification with the company, customer satisfaction and

trust. Customers are more likely to believe that responsible com-

panies operate honestly in their activities and reflect interests of

both parties in the relationship when making decisions, which

contribute to the trustworthiness and honesty of these companies

and the satisfaction of customers. Moreover, customers are more

willing to relate with companies carrying out socially responsible

initiatives, as part of self-enhancement and self-stem. Essentially,

a focus on CSR provides an effective instrument for increasing trustbetween companies and their customers. CSR facilitates the devel-

opment of relationships that are formed on the basis of honesty

and a belief on others promises and actions, something beyond

legalities and contractual arrangements (Kennedy et al., 2001).

Thus, this study adds additional empirical evidence to the recent

observation of the positive effect of CSR on customer identifica-

tion (Lichtenstein et al., 2004; Marin et al., 2009; Perez et al., 2012)

and customer satisfaction (Luo and Bhattacharya, 2006; He and

Li, 2011), and extends Luo and Bhattacharyas (2006) research by

proposing, developing and confirming the mediation role of cus-

tomer identificationon the relationship between CSR and customer

satisfaction.

Finally, it is important to note that the effect of trust on C-C

identification is not significant. This finding surprisingly contra-dicts results from Keh and Xie (2009) who established a positive

influence of consumer trust on consumer identification with the

company. However, these authors argue that the role of trust is

not likely one that lasts forever and is highly dependent on other

factors. The cause of discrepancy between the present study and

previous research (Keh and Xie, 2009) can be that unlike previous

studies, this research operationalizes consumers trust as a two-

dimensional concept composed of performance and benevolence

components. This result is consistent with the study ofChoi and

Kim (2011) who stated that only by creating and developing cus-

tomer trust is not a guarantee of identification within the hotel

industry.

7. Managerial implications

These findings have important managerial implications for hos-

pitality companies in building strong and lasting relationships

with consumers. First, our results indicate that companies play

an important role in the everyday lives of consumers and can

even influence the construction of individuals identity. Specifi-

cally, the results suggest that by focusing on aspects that influence

consumer behavior (e.g., CSR-based identification) managers could

achieve some important and desired consequences, most notably

consumers satisfaction and loyalty. These findings suggest that

hotel managers should invest more in socially responsible initia-

tives since customers tend to support and rewardthose companies

that are perceived as socially responsible by developing a greatest

loyalty toward them. With regard to this, the significant rele-

vance of both CSR on C-C identification, and C-C identification on

customer satisfaction and loyalty, suggests that hospitality firms

should invest in the area of corporate identity management. It is

vital for managers take into account the relevance of the com-

pany identity for their target market. By strategically managing

corporate identity hotel managers can enhance corporate associ-

ations which in turn foster senses of belonging and identification

amongvariousstakeholders(HeandLi,2011), andencourage favor-able attitudinal and behavioral responses to the firms (Brown and

Dacin, 1997). Therefore, hotel managers should make an effort

to develop a distinct CSR-based corporate identity that resonates

with customers. This way, hospitality managers could reinforce

their corporate strategy through their investment in CSR initia-

tives since a company that provides benefits through their various

CSR activities will be perceived as a company that is both able

and interested in caring for their customers (Marin et al., 2009).

It is also very important that managers, when design programs

aimed at reinforcing customer loyalty, besides offering additional

benefits and showing trustworthiness, should communicate not

only corporate identity but also create the notion of identifica-

tion among customers. Within the hospitality context, companies

may enhance stakeholders identification with the organization

through several approaches such as the inclusion of CSR images in

corporate communications, by affiliating stakeholders to the com-

pany by shared concerns toward a specific social or environmental

cause, or by fostering stakeholders interactions around CSR activ-

ities.

Third, given that CSR has stronger effect on customer satis-

faction, hospitality companies should assign their resources to

improve these areas. Hospitality companies should invest more

on CSR initiates since it has been demonstrated that one of the

reasons making the consumer feel satisfied with the company is

the knowledge and perception of its social responsibility, which

can be positively influenced by the corporate communication of

its CSR program. In this sense, any communication that makes CSR

programs more credible, authentic and distinct from competitors

will considerably improve the companys attractive. Nevertheless,any communication attempting to connect companies to a socially

responsible identity must consider the extent to which that CSR-

based identity is valued by customers, and what aspects can be

leveraged to enhance perceptions of self-importance associated

with that identity.

Although most of our hypotheses are supported, this study has

a few limitations that present opportunities for further research.

This study tests the hypothesis with hotel consumers based on a

convenient sample from Spain. Future research should test this

modelwith larger random samples or samples in othercontexts, for

instance in different subsectors of the tourism industry to general-

ize the results obtained. Second, other social exchange variables

such as customer commitment can be included in future stud-

ies to form a more inclusive and comprehensive framework, andprovide additional insights into the development and benefits of

CSR. Thirdly, there are other antecedents of customer loyalty such

as perceived quality, perceived value and complaint handling that

could be included since the explanatory power of our model could

still be improved. Fourth, given that CSR was measured following

the model provided by Brown and Dacin (1997), future studies

may analyze the proposed model in this study by using differ-

ent conceptual frameworks such as the Carrolls pyramid or the

sustainable development-based model in order to provide a more

comprehensive model. Finally, the consideration of separate con-

structs for loyalty, onemore related to attitudinal loyalty and other

to behavioral loyally,may notonly contribute to a superior explana-

tory power, but also to a better understanding of the nature of the

relationships.


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Consumer Identification and Trust

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