Journal of Hospitality and Tourism Management 43 (2020) 199–208

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Journal of Hospitality and Tourism Management

journal homepage: www.elsevier.com/locate/jhtm

Linking creating shared value to customer behaviors in the food service T

context
Sunny Hama, Seoki Leeb,d,∗, Hyejin Yoonc, Changsik Kimc
a
Department of Food & Nutrition, Yonsei University, Seoul, South Korea
b
The School of Hospitality Management, Pennsylvania State University, Pennsylvania, USA
c
Department of Global Tourism, Baewha Women's University, Seoul, South Korea
d
College of Hotel and Tourism Management, Kyung Hee University, Seoul, South Korea

A R T I C LE I N FO A B S T R A C T

Keywords: Porter and Kramer proposed creating shared value (CSV) as the next phase after corporate social responsibility
Creating shared value (CSR). Unlike CSR, CSV aims to create social value through business functions. By implementing CSV, a company
Social contribution can make a positive impact on society while creating economic value for itself simultaneously. The current study
Economic contribution examines the effect of the two CSV dimensions, economic and social contributions, on consumers' brand attitude
Brand attitude
in the food service context. Further, it examines consumers' perceptions of a company's integration of the two
dimensions as a potential moderator based on congruity theory.

1. Introduction
Corporate social responsibility (CSR) has been increasingly playing
a significant role in the corporate world (Chandler, 2017). With the
amount of investment related to social issues—called sustainable, re-
sponsible, and impact investing—reaching $12.0 trillion by the end of
2017, it is evident that corporations nowadays consider CSR to be an
important part of their business (US SIF, 2018). Despite the increasing
significance of CSR, there remain concerns and questions about whe-
ther CSR is a long-term core strategy for corporations. FSG example,
some CSR researchers have suggested that traditional CSR (heavily fo-
cusing on philanthropic initiatives) does not provide sustainable returns
for firms, leading many executives to treat it as a mere marketing tool
(Browne, Nuttall, & Stadlen, 2016; Chen et al., 2020; Porter & Kramer,
2011). Understanding these concerns, some have started to propose
modified CSR concepts such as strategic CSR (Chandler, 2017;
McElhaney, 2009), integrated CSR (Freeman, Harrison, Wicks, Parmar,
& de Colle, 2010), and connected leadership by radically engaging in
social issues (Browne et al., 2016). Their main argument is that firms
should invest in CSR initiatives in a strategic manner to positively im-
pact not only society, but also firm value. As part of this trend, Porter
and Kramer (2006, 2011) proposed the concept of creating shared value
(CSV) as the next phase after the modern CSR movement. Specifically,
CSV argues that a company should develop a business model that makes
economic and social contributions simultaneously (Porter & Kramer,
2011).
Since Porter and Kramer's proposal, the CSV concept has gained
much attention not only from academicians, but also from practitioners.
In fact, Porter and Kramer started a non-profit consulting organization,
called the Foundation Strategy Group (FSG), to spread the use of CSV to
the business world. FSG's number of clients has reached more than 300
organizations and it has engaged in more than 700 consulting projects
with many major international corporations such as Walmart,
Citigroup, Eli Lily and Company, Ernst & Young, General Electric, and
Goldman Sachs (FSG, n.d.). Academia has also begun to pay close at-
tention to CSV; however, research on CSV remains at an initial stage
(Yoo & Kim, 2019). Therefore, the current study attempts to bridge this
research gap by applying the CSV framework to a food service industry
context where an increasing number of companies are implementing
CSV practices.
In particular, this study examines the following three relationships:
1) the effect of the two primary dimensions of CSV (i.e., economic and
social contributions) on customers' brand attitude based on stakeholder
theory, 2) the moderating role of customers' CSV perception on the
relationship between the two dimensions of CSV and brand attitude
based on congruity theory, and 3) the effect of brand attitude on cus-
tomers' purchase intention based on the theory of reasoned action and
customer citizenship behavioral intention (CCBI) based on organiza-
tional citizenship behavior framework. Especially, an investigation of
the moderating role of customers’ perceptions about how well a firm
integrates both social and economic dimensions, simultaneously (i.e.,
CSV) is a novel attempt and makes meaningful contributions to the CSV

∗
Corresponding author. School of Hospitality Management, Pennsylvania State University, University Park, PA, USA.
E-mail address: leeseoki@psu.edu (S. Lee).

https://doi.org/10.1016/j.jhtm.2020.04.002
Received 1 December 2019; Received in revised form 6 March 2020; Accepted 4 April 2020
Available online 24 April 2020
1447-6770/ © 2020 CAUTHE - COUNCIL FOR AUSTRALASIAN TOURISM AND HOSPITALITY EDUCATION. Published by Elsevier Ltd All rights reserved.
S. Ham, et al.
literature. The paper next reviews the relevant literature and develops
hypotheses, and then it describes the methods and data collection.
Thereafter, it presents the results and provides a discussion and con-
cluding remarks.
2. Literature review
2.1. Creating shared value
The term “shared value” originated from the article written by
Porter and Kramer (2006), in which the authors argued that companies’
investments in CSR initiatives have not achieved significant financial
returns. According to their argument, the modern CSR perspective has
suffered from two deficiencies. First, most approaches to CSR “pit
business against society, when in reality the two are interdependent”
(p. 78). Second, CSR is recognized in a generic sense rather than a
strategic approach (Porter & Kramer, 2006).
Regardless of the limited connection between firms’ CSR initiatives
and profitability, the majority of companies have still invested in CSR,
often merely focusing on philanthropic activities such as charitable
giving, to build a positive reputation and public image among their
multiple stakeholders (Chen et al., 2020; Porter & Kramer, 2006, 2011).
Recently, the CSR notion has converged with the sustainability concept
to achieve long-term success in social and natural environments
(Hildebrand, Sen, & Bhattacharya, 2011). This trend has led CSR to
become more strategic (Hildebrand et al., 2011) by allowing a company
to create societal value as well as benefit financially from its benevolent
initiatives (Lantos, 2001).
The CSV concept, which enables companies to capitalize on their
core competitiveness, is aligned with the general idea of the strategic
CSR concept. In other words, Porter and Kramer view CSR initiatives as
part of companies’ core business strategies in order to improve their
competitive advantage. They define shared value as follows:
“The concept of shared value can be defined as policies and oper-
ating practices that enhance competitiveness of a company while
simultaneously advancing the economic and social conditions in the
communities in which it operates. [. . .] Value is defined as benefits
relative to costs, not just benefits alone.” (Porter & Kramer, 2011, p.
66, p. 66)
The concept of CSV considers both societal and economic progress
based on the principle that value is created when the benefits exceed
the relevant costs. The essential point of distinction of CSV from tra-
ditional CSR is that it enables firms not only to create social value, but
also to achieve economic benefits that improve their own competence
and competitiveness, while traditional CSR is often characterized as
heavily philanthropy-focused without a clear connection to the com-
pany's core competence or competitive advantage (Browne et al., 2016;
Chen et al., 2020; Porter & Kramer, 2011; Spitzeck & Chapman, 2012;
Yoo & Kim, 2019).
Porter and Kramer (2011) argued that the pursuit of CSV represents
the evolution of capitalism. Since concerns about societal issues can be
a defining characteristic of the post-crisis era, a company's incorpora-
tion of social problems into its core strategy and operations is a critical
management transformation. In this context, some scholars have sug-
gested that companies can improve their competitiveness by embracing
the CSV approach (de los Reyes & Scholz, 2019; Hills, Russell,
Borgonovi, Doty, & Lyer, 2012). Ultimately, by implementing CSV,
companies can obtain substantial economic value by solving societal
challenges (Awale & Rowlinson, 2014), because social problems can be
a company's opportunities. Indeed, Pot and Vaas (2008) showed that
approximately 75% of business success is from investment in solving
social issues. Therefore, companies should identify, prioritize, and
concentrate on those social problems most related to their business
(Porter & Kramer, 2006).
Several companies such as Walmart, Nestle, and Unilever have
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Journal of Hospitality and Tourism Management 43 (2020) 199–208
successfully employed the CSV approach in their business models and
the number of participating companies is increasing (FSG, n.d.). How-
ever, research on CSV is still in its early stage with previous studies
generally focusing on the theoretical concepts and background of CSV
(Awale & Rowlinson, 2014; Chihambakwea, Oosthuizena, Matopea, &
Uheidaa, 2019; de los Reyes & Scholz, 2019; Fraser, 2019; Pfitzer,
Bockstette, & Stamp, 2013; Porter & Kramer, 2006, 2012, pp. 1–22;
Porter, Hills, Pfitzer, Patscheke, & Hawkins, 2012, pp. 1–22; Serra,
Font, & Ivanova, 2017). While some case studies have attempted to
develop business strategies for specific fields (e.g., the environment,
social entrepreneurs, and low-income; Porter & Kramer, 2006), more
empirical studies are needed to enrich the CSV literature. Only very
recent research reveals a preference for CSV over CSR among the
publics in the U.S., Germany and China by using the network analysis
(Chen et al., 2020). Yoo and Kim (2019) also attempted to examine the
effect of CSV efforts in B2B relationships and found that the firm's ef-
forts in inter-firm CSV create greater value for investing and beneficiary
firms, and tangible and intangible CSV are significantly related to the
cognitive and emotional process of enterprise members.
2.2. CSV practices in the food service industry
Alongside the paradigm shift from CSR to CSV in the business world,
an increasing number of companies worldwide are incorporating CSV
into their business models (Pfitzer et al., 2013). Successful business
cases include multinational corporations such as Unilever, Nestle, Ne-
spresso, General Electric, Intel, Cisco, Novartis, and Walmart (Pfitzer
et al., 2013; Porter & Kramer, 2006, 2011).
The food service industry has also started to adopt the CSV concept
as a business model that can enhance the quality of life of the local
community and local people, contribute to the nutrition and wellness of
their consumers, and at the same time, boost profitability of their
company. Nestle, with the slogan “Good Food, Good Life, is the largest
food and beverage company in the world, according to revenues in
2016, 2017, and 2018 (“Nestle annual review”, 2016, “Nestle annual
review”, 2017, “Nestle annual review”, 2018), aiming to improve lives
with science-based nutrition and health solutions for all life stages as
well as help people care for themselves and their families (Nestle, n.d.).
The company has created a business model based on the CSV concept
that aims to both help people improve their nutrition, health, and
wellness and generate economic benefits for their stakeholders, fo-
cusing on the following issues: nutrition, rural development, water use,
environmental sustainability, and human rights and compliance
(Nestle, 2018). For example, Nestle found that 70% of children aged
three years and below and 57% of women suffer from anemia in de-
veloping countries. From this information, Nestle made and launched
Maggi Masala-ae-Magic, a crucial micronutrient-reinforced spice pro-
duct, and provided a lower price for low-income consumers in India. As
a result, Nestle sold 138 million units through non-profit distribution
channels to reach the most isolated communities of India.
While little has been discussed about the CSV practices employed by
companies in Asia, we share some examples from the food service in-
dustry in South Korea. The SPC group is a food and food service com-
pany with 26 subsidiaries that has bakery franchise brands such as Paris
Baguette and Paris Croissant, bakery production brands such as Shany
and Samlip, ice cream and doughnut brands such as licensed Baskin
Robbins and Dunkin Donuts, and restaurants such as Queen's Park, D-
Queens, L'abri, and Lagrillia. SPC has expanded its branches into the
global market; for instance, the major brand of the SPC bakery—Paris
Baguette—has opened 3215 stores in South Korea, 141 stores in Asia-
Pacific (e.g., China, Singapore), and 29 stores in the United States (e.g.,
New York, Los Angeles). In recent years, SPC group has been heavily
implementing a CSV approach. For example, the company has di-
versified its product lines by using a variety of raw materials. SPC
purchases local fruit and vegetables as ingredients for its products,
subsequently contributing to stabilizing local farmers' earnings. This in
S. Ham, et al.
turn improves relationships with farmers and consequently benefits the
company by securing quality ingredients and receiving warm feedback
from other stakeholders such as governments, the media, and custo-
mers.
Another example is Pulmuone, one of the largest food and food
service companies in South Korea, which focuses on all-natural pro-
ducts with the highest quality of ingredients, while it also operates a
variety of brands through franchising systems. Its business model is
based on creating social value and feeding society healthy food. The
company further engages in diverse social projects such as “Love for
Neighbor and Respect for Life” that promotes authentic wholesome
foods, the environment, social responsibility and cultural programs,
and good dietary habits. Pulmuone has been promoting its Wholesome
Foods Campaign since 2012 through the Wholesome Foods Song and
the message that “the palate you develop as a child lasts for life”
(Pulmuone, 2018). The campaign teaches the public regarding the taste
of nature and the significance of nutritional balance. In 2017, the
follow-up campaign, called “A Hearty but Healthy Meal”, designed to
appeal to single-member households while in 2018, an advertisement
campaign, “Meat Alternative”, was launched, delivering the message
that plant-based protein is beneficial not just to individual's health but
also to the environment (Pulmuone, 2018). Pulmuone has also estab-
lished the Responsible Sourcing Guideline, Eco-friendly Green Package,
and GMO-free supply chain in line with the CSV spirit, including po-
licies on environmental sustainability (Pulmuone, 2018). To create to a
better future based on respecting life and loving neighbors, Pulmuone is
driving CSV initiatives in three areas: healthy food, healthy environ-
ment, and healthy society (Pulmuone, 2018). Indeed, it has provided
‘healthy food’ education programs to 24,066 kids in 961 sessions, 1520
underprivileged children in 152 sessions, 3860 grownups in 150 ses-
sions; ‘healthy environment’ programs to 9955 people in 402 good
cleaning sessions and 4096 people in 159 water environment sessions;
‘healthy society’ programs to 7214 people in 334 sessions in 2018. As a
result, Pulmuone been awarded with ALL STAR as one of the Korea's
most respected companies since 2007 (Pulmuone, 2018).
The last example is CJ Cheil Jedang (CJ, hereafter), the largest food
and food service company in South Korea that has bakery and café
franchise brands (e.g., TOUS les JOURS, A TWOSOME PLACE), res-
taurant franchise brands (e.g., VIPS steak and salad bar, China Factory,
The Steak House, Season's Table, CHEILJEMYUNSO), and seasoning
and food product brands (e.g., Dasida, Beksul, Haechandle, Bibigo,
Spam). The company has adopted the CSV approach to increase its
competitive advantage by focusing on the harmony between social
contribution and business performance. It creates shared values for
society and business through the CJ welfare foundation, CJ culture
foundation, and other CSV initiatives. For example, the company sup-
plies Korean chili seeds to Vietnamese farms and teaches them ad-
vanced agricultural techniques/skills to reduce poverty and improve
living conditions. CJ is also committed to the pursuit of mutual growth
with local small businesses and helps them provide CJ's professional
product planning, manufacturing, and distribution channel (CJ CSV,
n.d.). In particular, CJ supported approximately US$ 183,198 for in-
stalling new equipment and dispatched microorganism control per-
sonnel, which brought innovative results by shortening the production
time significantly. In addition, the shared-growth brand—happy com-
panion (Jeulgeoun Donghang) — launched in November 2014 and has
brought in US$ 6,978,976 in revenue in 2015 (CJ Cheiljedang, 2016).
Based on the core shared values (i.e., health and well-being, sustainable
environment, and shared growth with society), CJ CheilJedang carries
out social contribution activities in these areas.
In summary, the CSV approach has been increasingly accepted by
food and food service companies in the world, including South Korea.
Despite widespread consensus regarding the merits of CSV in the
business, only a limited amount of empirical studies have been con-
ducted. Thus, the current study attempts to enhance the CSV literature
by examining how CSV influences customers’ perceptions and behaviors
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Journal of Hospitality and Tourism Management 43 (2020) 199–208
in the food service industry context.
3. Hypothesis development
3.1. CSV and brand attitude
According to Porter and Kramer (2011), the CSV framework has two
dimensions (i.e., economic and social dimensions), both of which are
perceived to be essential for a firm's success. First, a firm's economic
performance, including its ability to produce quality goods and services
and consequently generate profits, is the foundation of a successful
business. Even in a CSR context, Carroll (1979, 1991) suggested that a
firm's basic responsibility is to earn profits to sustain its existence.
Maignan (2001), later, empirically tested how consumers perceive a
firm's efforts toward economic responsibility based on Carroll's CSR
framework, Pyramid of CSR, that proposes four responsibilities (i.e.,
economic, legal, ethical, and philanthropic), and found that U.S. con-
sumers perceive a firm's economic responsibility to be a more sig-
nificant factor compared with those in France and Germany. Xiao, Heo,
and Lee (2016) extended Maignan's study to the hotel industry and
found that U.S. hotel guests highly rate the importance of economic
responsibility.
The findings of previous studies support the fact that consumers
perceive a firm's economic contribution/responsibility as an important
factor. Such a significant perception of the importance of a firm's eco-
nomic contribution is likely to influence consumers to form positive
attitudes toward the company and its brand. Attitude toward the brand
is defined as an “individual's internal evaluation of the brand” (Mitchell
& Olson, 1981, p. 318). Spears and Singh (2004) pointed out three
characteristics of brand attitude: 1) brand attitude is centered on or
directed at a brand, 2) brand attitude is evaluative in nature (i.e., as-
sessment of “some degree of goodness or badness” (Eagly & Chaiken,
1993, p. 3) to the brand), and 3) brand attitude is an evaluation of an
internal state. In addition, Spears and Singh (2004) suggested that
consumers' attitude toward the brand is a summary of their evaluations
of the brand and that such an attitude tends to influence their pur-
chasing behavior. Therefore, the current study proposes the following
hypothesis based on the concept of CSV and Carroll's ‘Pyramid of CSR’
framework:
H1. A customer's favorable perception of the economic contribution of
a food service company that performs CSV activities positively
influences consumers' attitudes toward the company's brand.
The other dimension of the CSV framework is a firm's social con-
tribution. According to stakeholder theory (Freeman, 1984), a firm can
create positive implications for its business by investing in social in-
itiatives. These positive implications for the firm can come from im-
provements in many aspects such as morale, productivity and retention
rate of employees, government relations, local community relations,
and customers' attitudes toward the firm. In fact, the CSR literature has
empirically tested and supported many of these implications in mar-
keting, organizational behavior, finance, and strategic management. In
particular, several studies in the marketing literature (e.g., Bromley,
2002; Chun, 2005; Wu & Wang, 2014) have suggested that a firm's
engagement in social initiatives improves customers' perceptions of the
company, including brand awareness, image, and attitude. Hence, this
study hypothesizes the following relationship based on the concept of
CSV and stakeholder theory:
H2. A customer's favorable perception of the social contribution of a
food service company that performs CSV activities positively influences
customers' attitudes toward the company's brand.
3.2. Moderating role of customers’ perception of CSV
This study examines how the extent to which a food service
S. Ham, et al.
company integrates the CSV concept into its operations influences the
relationship between CSV dimensions and customers' attitude.
Specifically, it investigates the moderating effect of customers' per-
ception of CSV on the relationship between economic/social contribu-
tion and brand attitude. It is important to understand that customers’
perception of CSV is about how well a company integrates both eco-
nomic and social value, simultaneously, into its business model, not
how well it actually performs on both the economic and the social di-
mensions. A company may generate large profits as well as make many
charitable donations that are irrelevant to its core business, meaning
that it performs highly on both economic and social contributions, but
the company does not do a good job with integrating the CSV concept
into its business model, thus having a low level of CSV implementation.
Conversely, a company may integrate the CSV concept well into its
business model, but perform poorly on both the economic and the social
contributions if the business does not perform well for some reason
(e.g., recession).
According to congruity theory (Osgood & Tannenbaum, 1955),
people tend to be persuaded when they do not experience conflicting
information between a source and an object, representing congruity,
while the opposite can happen, representing incongruity. Congruity
between the source and object comforts people because they do not
need to change anything, whereas incongruity forces people to cope
with a conflict between the source and object, creating unpleasant
feelings and forcing an attitude change. By applying this theory to the
advertising context, Wansink and Ray (1996) suggested that consumers
must make greater cognitive effort to deal with incongruent informa-
tion, which tends to cause negative attitudes about the source. Further,
in the advertising literature on the use of celebrity, congruity between
the celebrity and product has been found to enhance credibility and
create favorable product attitudes (e.g., Kamins & Gupta, 1994; Walker
et al., 1993).
The current study applies congruity theory to our CSV context. It
first states that congruity exists when customers perceive that a food
service company integrates the CSV concept into its business model as
well as performs well on social and economic dimensions. By contrast,
incongruity occurs when conflicting perceptions exist between CSV
integration and performance on these two dimensions. Based on the
theory and literature, when congruity exists, consumers tend to eval-
uate the company's efforts in the social and economic dimensions in a
more positive manner, and thus the effect of the social and economic
dimensions on brand attitudes becomes greater. On the contrary, when
incongruity exists, consumers are likely to perceive the company's ef-
forts in the social and economic dimensions in a more negative manner,
which reduces the effect of the social and economic dimensions on
brand attitudes. In summary, the current study proposes that customers'
perception of a company's CSV integration moderates the relationship
between the social and economic contributions and brand attitude
based on the congruity theory as follows:
H3a. A customer's high perception of CSV positively moderates the
relationship between the economic contribution and brand attitude. In
other words, when customers perceive that a company is integrating
CSV well, the economic contribution to brand attitude is higher than
when customers perceive a company is not integrating CSV well.
H3b. A customer's high perception of CSV positively moderates the
relationship between the social contribution and brand attitude. In
other words, when customers perceive that a company is integrating
CSV well, the social contribution to brand attitude is higher than when
customers perceive a company is not integrating CSV well.
3.3. Brand attitude, purchase intention, and customer citizenship behavioral
intention
For the past three decades, based on a variety of theoretical
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Journal of Hospitality and Tourism Management 43 (2020) 199–208
paradigms, the marketing literature has demonstrated the pivotal re-
lationships between consumers' brand attitude and purchase intention.
Purchase intention can be defined as “an individual's conscious plan to
make an effort to purchase a brand” (Spears & Singh, 2004, p. 56),
while, according to Bagozzi and Burnkrant (1979), purchase intentions
are described as personal action tendencies in relation to the brand. The
theory of reasoned action proposed by Fishbein and Ajzen (1975) ex-
plains how a person's attitude impacts his/her behaviors through be-
havioral intentions. Numerous studies have offered empirical evidence
that brand attitudes positively influence customers' intention to pur-
chase products (e.g., Ghen & Liu, 2004; Nan, 2006). Hence.
H4. A customer's favorable attitude toward the brand positively
influences their purchase intention of the products from the brand.
Customer citizenship behavior refers to “helpful, constructive ges-
tures exhibited by customers that are valued or appreciated by the firm,
but not related directly to enforceable or explicit requirements of the
individual's role” (Gruen, 1995, p. 461). Such behaviors are supposed to
be voluntary (Groth, 2005) and fall outside the role and expectations of
what customers are required to do before, during, and after the ac-
quisition of a product or service (Yi, Gong, & Lee, 2013). In this sense,
customer citizenship behaviors are also known as customer extra-role
behaviors (Ahearne, Bhattacharya, & Gruen, 2005), customer discre-
tionary behaviors (Ford, 1995), and customer helping behaviors
(Johnson & Rapp, 2010). Customer citizenship behavior is based on the
organizational citizenship behavior (OCB) framework, which con-
ceptually distinguishes employees' roles into in-role behaviors (i.e., task
performance) and extra-role behaviors (i.e., citizenship behavior,
Groth, 2005).
The concept of OCB can be extended to customers whose citizenship
behaviors are likely to play a critical role in the service industry
(Morrison, 1996). Citizenship behaviors, however, have been ex-
tensively devoted to the employee, but not the customer context. This
research gap has been recognized for the past decade, and the literature
has actively investigated customer citizenship behaviors where such
customers are even perceived as “partial employees” (Bowen,
Schneider, & Kim, 2000) because of the importance of their roles. Groth
(2005) identified three dimensions of customer citizenship behaviors:
1) providing feedback or solicited information to the company to help
improve its processes, 2) helping other customers toward to the com-
pany's products, and 3) recommending the business to friends and fa-
mily. Brand attitude can positively affect customers' in-role behaviors
(i.e., purchasing products/services as hypothesized in H4) as well as
extra-role behaviors (i.e., citizenship behaviors) (Yi et al., 2013).
Social exchange theory explains customers' voluntary citizenship
behaviors (Blau, 1964). The theory views the relationship between
consumers and an organization as social exchanges in that consumers
obtain a positive gain from a product or service and reciprocate it by
giving positive things back to the organization such as offering help and
assistance and behaving in a manner conducive to the company's
functioning or performance (Yi et al., 2013). Hence.
H5. A customer's favorable attitude toward the brand positively
influences customer citizenship behavioral intention (CCBI) to the
brand.
4. Methods
4.1. Research instrument
A self-administered survey was used for the study. The survey asked
participants to answer the questions by recalling one of the food service
companies known for active CSV practices. The survey provided the
definition of CSV at the beginning so that the participants would not be
confused with the meaning of the term. The participants were eligible
to respond to the survey only when they were aware of and could recall
S. Ham, et al.
a food service company that participated in CSV activities. The survey
consisted of five parts. Part 1 featured three items pertaining to cus-
tomers' perceptions of economic contributions and five items on cus-
tomers' perceptions of the social contributions of the food service
company. These items were developed based on discussions on the two
constructs by Porter et al. (2012, pp. 1–22) considering the items used
in Cegarra-Navarro, Reverte, Gómez-Melero, and Wensley (2016),
Reverte, Gómez-Melero, and Cegarra-Navarro (2016), and Ellen, Webb,
and Mohr (2006). Part 2 asked questions to measure customers' brand
attitude, using three items adapted from Homer (1990). Part 3 included
questions to assess customers' purchase intention and customer citi-
zenship behavioral intention (hereafter, CCBI). The three question
items for the purchase intention were adapted from Han, Hsu, and Lee
(2009) and Ham and Han (2013), while the three items for CCBI were
adapted from Yi and Gong (2008), Groth (2005), and Chen, Hsieh,
Chang, and Chen (2015). Part 4 asked seven items pertaining to cus-
tomers' perceptions of the food service company's CSV initiatives: “the
company is committed to CSV activities”, “the company invests money in
CSV”, “the company plays a vital role in corporate citizenship beyond
making a profit”, “the company plays a vital role in corporate citizenship
beyond making a profit”, “the CSV activities of the company aim to produce
healthy food and increase revenue”, “the CSV activities of the company aim
to improve community development and increase revenue”, and “the CSV
activities of the company aim to preserve the environment and increase
revenue”. These items were adapted from Porter et al. (2012, pp. 1–22),
Wu and Wang, (2013), Lee, Park, Rapert, and Newman (2012), and Lee,
Park, and Lee (2013). Lastly, Part 5 presented questions to obtain de-
mographic information, such as age, gender, education, marital status,
and household income.
All the items, except the demographics, were measured by using 5-
or 7-point Likert scales, ranging from strongly disagree (1) to strongly
agree (5 or 7), according to previous studies. To ensure content validity,
the experts in the area, four faculty members and six researchers in
academia, and two directors of CSV division of food and food service
companies reviewed the draft of the survey questionnaire.
Subsequently, a pilot test was performed with 30 undergraduate and
graduate students of a hospitality management program of a university
in Seoul, Korea. The results from the pilot test confirmed the adequate
comprehensibility and clarity of the survey.
4.2. Sample and data collection
The data collection was performed in Korea. The questionnaire was
distributed through a web-based survey system by a marketing research
company to panel members who are aware of the CSV initiatives of food
service companies. This marketing company has more than one million
panel members. The data were collected in the 2nd week of September
2016. The average time required to complete the survey was 15 min.
After excluding incomplete responses, 325 completed responses re-
mained in the data analysis.
4.3. Data analysis
The data analysis for the study employed SPSS 23.0 for Windows
and SmartPLS 3.2.8 (Ringle, Wende, & Becker, 2015). We adopted a
two-step approach, which consists of a measurement model and a
structural model testing, as recommended by Anderson and Gerbing
(1988). The first step involves confirmatory factor analysis (CFA) to
measure the constructs’ components to determine the relationships
among the measured variables. The second step, structural equation
modeling, specifies the causal relationships among the hypothesized
constructs and tests the proposed model.
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Journal of Hospitality and Tourism Management 43 (2020) 199–208
5. Results
5.1. Sample
Among the 325 respondents, 177 (54.5%) were women. The age
distribution was 20–29 years (20.3%), 30–39 years (28.9%), 40–49
years (29.2%), and 50 or older (21.5%). In terms of marital status, 202
(62.2%) of respondents were married and 123 (37.8%) were single.
Regarding the level of education, 232 (71.4%) held a Bachelor's degree,
27 (8.3%) obtained graduate degrees, and 66 (20.3%) were high school
graduates. Respondents' monthly household income before taxes were
distributed as less than $2000 (48, 14.8%), $2000–$2999 (42, 12.9%),
$3000–$3999 (63, 19.4%), $4000–$4999 (51, 15.7%), $5000–$5999
(51, 15.7%), $6000–$6999 (26, 8.0%), $7000–$7999 (17, 5.2%), and
more than $8000 (27, 8.3%). In terms of household members, 115
(35.4%) of respondents had four members, 92 (28.3%) had three, 44
(13.5%) had two, 38 (11.7%) had one, and seven (2.2%) had more than
six members.
5.2. Measurement model
This study used SmartPLS 3.2.8 (Ringle et al., 2015), a software for
partial least squares structural equation modeling (PLS-SEM), for PLS-
SEM can be used for a wide range of theoretical and practical studies
(e.g., human resources management, international business research,
information systems, operations management, strategic management,
and marketing) and for it allows tentative values to be easily tested for
predictive relevance (Usakli & Kucukergin, 2018; Wold, 2006). PLS-
SEM, variance-based structural equation modeling, is generally pre-
ferred to CB-SEM, covariance-based structural equation modeling, on
studies with complex structural models, small sample sizes, non-nor-
mally distributed data and structural models that include formatively
measured constructs (Gefen, Rigdon, & Straub, 2011; Hair, Hult, Ringle,
& Sarstedt, 2016; Richter, Cepeda-Carrión, Roldán Salgueiro, & Ringle,
2016; Usakli & Kucukergin, 2018).
Before testing the proposed structural model, Confirmatory Factor
Analysis (CFA) was conducted to assess the appropriateness of the
measurement model by verifying the reliability and validity of the
constructs. To test the internal consistency of the individual measure-
ment items in each construct, a reliability test, using Cronbach's α,
produced values for the constructs ranging from 0.788 to 0.922, which
indicates good reliability (α = 0.70), as suggested by Hair, Tatham,
Anderson, and Black (2006). The two suggestions formed the basis for
assessing convergent validity (Anderson & Gerbing, 1988; Fornell &
Larcker, 1981). First, the factor loadings of the constructs ranged from
0.792 to 0.954. Second, the average variance extracted (AVE) of the six
constructs ranged from 0.698 to 0.866, which significantly exceeded
the acceptable level of 0.5 (Bagozzi & Yi, 1988; Fornell & Larcker,
1981). Thus, all the constructs in the proposed model presented ac-
ceptable convergent validity. Table 1 summarizes the descriptive sta-
tistics of the constructs.
Discriminant validity was assessed using the Fornell-Larcker cri-
terion and the Heterotrait-Monotrait (HTMT) Ratio criterion (Fornell &
Larcker, 1981; Gefen & Straub, 2005; Hair et al., 2016; Henseler,
Ringle, & Sarstedt, 2015).
According to the Fornell-Larcker criterion, to establish discriminant
validity, the squared root of the AVE for a construct should be larger
than the correlation between any pair of constructs (Fornell & Larcker,
1981; Gefen & Straub, 2005). As shown under Fornell-Larcker criterion
in Table 2, the squared root of the AVE for each construct exceeded the
correlations between the constructs, thereby achieving discriminant
validity.
As for the HTMT criteria, which are superior to the Fornell-Larcker
criterion, the study used 0.90 as the HTMT threshold, for the constructs
were conceptually similar. The more conservative threshold of 0.85
may be used for more distinct constructs, whereas more liberal HTMT
S. Ham, et al. Journal of Hospitality and Tourism Management 43 (2020) 199–208

Table 1
Descriptive statistics of constructs (N = 325).
Constructs and Measurement Items Factor Loading Composite Reliability

Economic contribution of the food service company

EC1: The company offers high quality products to customers. 0.837 0.874
EC2: The company's products seem to be sold more than other companies with the same or similar products. 0.792
EC3: The company has a formal procedure for interaction and dialog with its customers, suppliers, and other stakeholders. 0.876
Social contribution of the food service company
SC1: The company creates jobs. 0.828 0.929
SC2: The company improves the economic welfare of the community. 0.868
SC3: The company fosters local residents' training and development (education). 0.857
SC4: The company helps create a better society. 0.841
SC5: The company strives to enhance stable relationships through collaboration with its suppliers. 0.859
Brand attitude
BA1: I like the company. 0.902 0.951
BA2: I have positive feelings toward the company. 0.954
BA3: The company seems to be a good company for customers and society. 0.935
Purchase intention
PI1: I am willing to purchase the products of the company when purchasing. 0.930 0.947
PI2: I plan to purchase the products of the company when purchasing. 0.941
PI3: I will make an effort to purchase the products of the company when purchasing. 0.904
Customer citizenship behavioral intention
CCBI1: I'm willing to recommend the products of the company to those interested in fine food. 0.908 0.934
CCBI2: I'm willing to help other customers handle the products of the company when they have trouble purchasing and using them. 0.932
CCBI3: I'm willing to give constructive suggestions to the company. 0.883

Table 2 measure the model's out-of-sample predictive power or predictive re-

Results of discriminant validity (N = 325). levance (Hair et al., 2016) (Fig. 1).
Measure EC SC BA PI CCBI
The results for H1, the impact of the company's economic con-
tributions on customers' brand attitude, show a positive and significant
Fornell-Larcker criterion coefficient (a1 = 0.277; p < .01). This finding means that as custo-
Economic contribution 0.836* mers perceive that the company makes good economic contributions,
Social contribution 0.708 0.851*
Brand attitude 0.612 0.669 0.930*
their brand attitude improves. The results for H2, the influence of the
Purchase intention 0.666 0.597 0.718 0.925* company's social contributions on customers' brand attitude, also ap-
CCBI 0.645 0.594 0.739 0.825 0.908* pear to be significant and positive (a2 = 0.473; p < .01), meaning that
Heterotrait-Monotrait (HTMT) Ratio ** as customers perceive the company as a good contributor to society,
Economic contribution
their brand attitude rises. Therefore, H1 and H2 were supported. H4,
Social contribution 0.811
Brand attitude 0.693 0.729 the influence of customers' brand attitude on purchase intention, is
Purchase intention 0.751 0.649 0.768 supported with significant and positive results (a4 = 0.703; p < .01).
CCBI 0.759 0.658 0.814 0.890 The results for H5, the influence of customers' brand attitude on CCBI,
Mean 3.443 3.660 4.633 4.275 4.553 are also significantly positive (a5 = 0.739; p < .01), thereby sup-
SDa 0.613 0.663 0.978 1.028 1.019
porting H5. Fig. 2 and Table 3 show the proposed relationships, path
AVE 0.698 0.724 0.866 0.917 0.825
coefficients, and significance of the paths.
a
Note: * Diagonal elements are each construct's AVE squared. Standard de-
viation. 5.4. Moderating Effects of the food service Company's CSV activities
**The HTMT threshold is set at 0.90.
The hypotheses on the differences in the effect of customers' per-
inference may be used for empirically harder-to-distinguish constructs ception of the food service company's economic and social contribu-
(Hair et al., 2016; Henseler et al., 2015). As shown under Heterotrait- tions on their brand attitude, according to the different levels of CSV
Monotrait Ratio in Table 2, HTMT values of all the constructs were perception, H3a and H3b, were tested by statistically comparing the
lower than 0.90 with survey item pi3 eliminated, successfully estab- corresponding path coefficients in the model. Factor analysis indicated
lishing discriminant validity. Survey item pi3 was removed, following that the construct of the perception of CSV activities resulted in a one-
the guidelines for discriminant validity assessment (Henseler et al., dimensional factor, while the factor loadings ranged from 0.695 to
2015), because the comparison of purchase intention and CCBI ori- 0.813. In addition, a reliability testing showed that Cronbach's α of the
ginally exceeded the threshold. construct of the perception of CSV activities was 0.897. Thus, the re-
In summary, the CFA results showed satisfactory construct validity liability and validity of the construct were confirmed. To test the
and reliability. moderating effect, first, an arithmetic mean method was used for the
seven items to measure customers' CSV perception toward the food
5.3. Structural model testing service company and then the entire sample was dichotomized by using
a median split method (Median = 3.7, High perception of CSV = 150,
The proposed hypotheses in the research framework were tested Low perception of CSV = 175, Irwin & McClelland, 2003; Gao &
using SmartPLS 3.2.8 (Ringle et al., 2015). The results showed that the Mattila, 2014). The t-value of the differences in the path coefficients for
proposed model has a strong ability to predict purchase intention the high perception and low perception groups toward the food service
(R2 = 49.4%), CCBI (R2 = 54.6%), and brand attitude (R2 = 48.6%). company's CSV activities was computed (Keil et al., 2000) and the re-
The proposed model has predictive relevance (Chin, 2010) for sults are presented in Table 4 and Fig. 3.
purchase intention (Q2 = 0.432), CCBI (Q2 = 0.425), and brand atti- The results show that in the high perception group, the path coef-
tude (Q2 = 0.395). The Q2 values, Stone-Geisser's Q2 values (Geisser, ficient from the social contribution to brand attitude (t = 4.38;
1974; Stone, 1974), were estimated by the blindfolding procedure to p < .01) is significantly higher than that in the low perception group,

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S. Ham, et al. Journal of Hospitality and Tourism Management 43 (2020) 199–208

Fig. 1. Proposed research model.

supporting H3b. However, the results demonstrate that the economic Table 3
contribution to brand attitude in the high perception group is sig- Standardized parameter Estimates.1).
nificantly lower than that in the low perception group (t = −11.57; Hypothesis Path Path Coefficient t-value Result
p < .01), failing to support H3a.
H1 EC → BA 0.277 4.817*** Supported
H2 SC → BA 0.473 9.291*** Supported
6. Discussion and implications H4 BA → PI 0.703 18.218*** Supported
H5 BA → CCBI 0.739 19.449*** Supported
6.1. Summary of results and contributions
R2 BA = 48.6% PI = 49.4% CCBI = 54.6%
Q2 BA = .395 PI = .432 CCBI = .425
As the next movement after traditional CSR, CSV has been gaining
significant attention from both practitioners and researchers (FSG, Note: 1) N = 325; EC = Economic contribution of the company; SC = Social
n.d.). Differentiating itself from traditional CSR, which tends to focus contribution of the company; BA = Brand attitude; PI = Purchase intention;
on philanthropic activities (Browne et al., 2016), CSV aims to create CCBI = Customer citizenship behavioral intention; Critical coefficient (t
social value through business functions (Porter & Kramer, 2011). To value) < 1.96 indicates non-significant relationship; ***p < 0.01.
achieve this goal, companies must develop a business model that spe-
cifically aims to make positive improvement on certain social issues in toward the brand (brand attitude) (H1 and H2). Next, it examined the
order to create social and business values simultaneously (Bockstette & moderating role of the perception of CSV (i.e., how well a company
Stample, 2012). However, despite an increasing number of major cor- integrates both economic and social contributions, simultaneously, into
porations adopting CSV in recent years, research remains in its infancy, its business operations) on the relationship between the two CSV di-
in particular, limited research on CSV in the food service industry mensions and brand attitude (H3a and H3b). Lastly, the study examined
context. Therefore, by examining the CSV framework in the food ser- the mediating role of brand attitude between the two CSV dimensions
vice industry, the current study attempts to add value to both the CSV and purchase intention (H4) (and customer citizenship behavioral in-
and the food service literature. tention (CCBI), H5). The findings of the study support all the proposed
The study investigated the individual main effects of the two CSV hypotheses, except H3a; the study finds a negative moderating role of
dimensions (economic and social contributions) on consumers' attitude CSV perception on the relationship between a food service company's

Fig. 2. Results of the structural model.

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S. Ham, et al.
Table 4
Standardized parameter estimates for the moderating Effects.1).
Hi Path High Perception of CSV
Path Co. S. E.
H3a EC→BA 0.205 0.096
H3b SC→BA 0.411 0.088
High Perception of CSV Model R2 BA = 31.8% PI = 37.0% CCBI = 43.1%
Q2 BA = .242 PI = .323 CCBI = .322
Low Perception of CSV Model R2 BA = 36.1% PI = 41.6% CCBI = 48.1%
Q2 BA = .261 PI = .333 CCBI = .340
Note: 1) High Perception of CSV, n = 150, Low Perception of CSV, n = 175; EC = Economic contribution; SC = Social contribution; BA = Brand attitude; PI =
Purchase intention; CCBI = Customer citizenship behavioral intention; Critical coefficient (t value) < 1.96 indicates non-significant relationship; ***p < 0.01.
Fig. 3. Results of the moderating effects.
economic contribution and consumers' brand attitude.
First, the study found that consumers' perceptions of a food service
company's economic contribution positively influence their brand at-
titude toward the company. The pyramid CSR model proposed by
Carroll (1991) supports this finding by arguing that a company's eco-
nomic responsibility is the foundation of a business. Maignan (2001)
further supported this by finding that U.S. consumers perceive a com-
pany's economic contribution to be its most important responsibility.
The findings of the study also revealed that a food service company's
contributions to social issues positively influence consumers' brand at-
titude toward the company, enriching the literature by supporting
stakeholder theory (Freeman, 1984) and enlightened stakeholder
theory (Jensen, 2001) in the food service industry context. Stakeholder
theory (Freeman, 1984) suggests that a company can create value from
investing in social issues by meeting the needs of multiple stakeholders
such as customers, employees, and the local community while en-
lightened stakeholder theory (Jensen, 2001) focuses on the long-term
success of a company, which critically depends on its positive in-
volvement with various stakeholders. Moreover, our findings also
support the resource-based view (Barney, 1991) that a company can
create valuable and unique resources such as firm reputation, con-
sumers' positive evaluations of firms, and consumers' willingness to pay
by investing in social initiatives (Brammer & Millington, 2005; Kang,
Stein, Heo, & Lee, 2012; Sen & Bhattacharya, 2001).
Journal of Hospitality and Tourism Management 43 (2020) 199–208
Low Perception of CSV t-Value
t-Value Path Co. S.E. t-Value
2.135 0.308 0.067 4.585 −11.57***
4.669 0.372 0.066 5.621 4.38***
Second, the study proposed that consumers' perceptions of CSV
positively moderate the relationship between a food service company's
two CSV dimensions (economic and social contributions) and their
brand attitude. In other words, when consumers perceive that a food
service company integrates both economic and social values well into
its business model and operations, the positive effect of the company's
investment in economic and social contributions on consumers' brand
attitude becomes greater. However, the current study found support for
this moderation for the social contribution, but not for the economic
contribution. First, congruity theory (Osgood & Tannenbaum, 1955)
may provide a theoretical support for the found moderating effect for
the social contribution. Based on this theory, congruity may exist when
consumers perceive a food service company's CSV practices to be well
integrated into its business model and the company actually makes
good social contributions. Such congruity can enhance consumers'
perceptions about the company's practices for social contributions,
enhancing the effect of social contributions on their attitude.
However, the study did not find empirical support for the positive
moderation of CSV integration for the economic contribution. Rather, it
found a negative moderating effect. Consumers' tendency to focus more
on the social dimension than on the economic dimension may explain
this finding. Although CSR has long played an important role in the
business world, the CSV concept that integrates a company's social in-
itiatives into its business model may still be new to many consumers.
Consumers that still feel that CSV is a mere extension of CSR may focus
on a company's involvement in social initiatives rather than on how
such social involvement is interconnected with making an economic
contribution. This misperception may lead consumers to link CSV
strongly to a company's social initiatives only, but less so to its eco-
nomic performance. Consequently, congruity may not be created be-
tween perceived CSV and economic contribution.
Further, with this misperception, consumers' general distrust toward
the business (McElhaney, 2008) may help increase the incongruity
between perceived CSV and the economic contribution. After the many
financial scandals and 2007 global economic meltdown, distrust toward
business has worsened (Friedman, 2008). Such distrust may have cre-
ated public perceptions of a company's economic success being equal to
greed or selfishness, and when combined with social efforts by a com-
pany, it may cause consumers to form negative thoughts about the
company, such as “if a company makes high profits when it attempts to
make a good social impact, it may be doing something dodgy.” This
effect would hurt customers' attitude toward the company. However,
these arguments are speculation and currently lack empirical support.
Therefore, researchers are strongly encouraged to investigate this ne-
gative moderating effect to provide a better understanding of how CSV
works in the food service industry.
Lastly, the study found that consumers’ attitude toward the brand
mediates the relationship between the two CSV dimensions and pur-
chase intention/CCBI, consistent with many previous findings
(Faircloth, Capella, & Alford, 2001; Flaherty & Pappas, 2000; Ghen &
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S. Ham, et al.
Liu, 2004; Nan, 2006; Yi et al., 2013) and theories such as social ex-
change theory (Blau, 1964) and the theory of reasoned action (Fishbein
& Ajzen, 1975).
6.2. Managerial implications
The findings of the current study provide practical implications for
managers. Foremost, our findings encourage managers of food service
companies to implement a CSV strategy to enhance the effect of their
customers' perceptions of the company's social contribution on their
attitude toward the brand and consequently improve customers' pur-
chase intention and CCBI. However, managers should also be aware
that they may need to educate customers about their company's CSV
strategy because unintended negative effects may occur in relation to
the effect of their company's economic performance on customers' at-
titude toward their brand. Not only implementing and executing a CSV
strategy, but also correctly publicizing and educating the public about
their CSV strategy should be critically and holistically considered by
managers to achieve the most benefits from their CSV strategy.
7. Limitations and suggested future research
Although the current study makes meaningful contributions to the
CSV and CSR literature, it is not free from limitations. First, the study's
findings are based on consumers' perceptions of a company's CSV
practices and their intentions, not actual behaviors. Therefore, future
studies may conduct a field study to observe or measure consumers'
actual behaviors under a real(istic) condition. Second, the data were
collected in South Korea, and thus the findings may not be directly
applicable to other countries. More replications may be desirable in
different country settings to increase the external validity of the study's
findings. Third, participants were asked to think of a specific food
service company that integrates the CSV concept well. Therefore, re-
sponses may be skewed toward a high value of CSV perception.
Interestingly, the median value of CSV perception in our study is 3.7
(out of 5), suggesting that skewness is not severe. This means that al-
though our respondents know of a food service company that imple-
ments the CSV concept, they do not think the company always in-
tegrates the social and economic dimensions well. However, it would be
still meaningful to conduct studies that have a CSV perception variable
with more widely distributed values. Lastly, a similar study from an
employee's perspective would make important contributions to the in-
ternal marketing literature.
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