The co-creation of social value: what matters for public participation in corporate social responsibility campaigns

Abstract

This study explores the impact of organization–public relationships (OPRs) and issue-related situational factors on publics’ intention to participate in CSR campaigns, based on relationship management theory and the situational theory of problem-solving (STOPS). We surveyed 698 respondents living in the United States about two CSR campaigns, one focused on girls’ empowerment and one on deforestation. The results showed that situational motivation and OPRs were strongly and directly related to publics’ participation intention for both CSR campaigns. Only two situational perceptions – constraint recognition and involvement recognition – were indirectly related to publics’ participation. We discuss the theoretical implications of these findings.

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