“Despite the high relevance of, the authors develop and empirically test a framework of the influence of a supplier's CSR engagement on organizational customer outcomes. Findings from an examination of 200 cross-industry supplier-customer dyads reveal positive effects of two facets of a supplier's CSR efforts on customer loyalty through distinct mechanisms. Business practice GSR fosters customers' trust, whereas philanthropic CSR strengthens customer-company identification. The authors distinguish a supplier's actual GSR engagement and customers' perception of these GSR activities. In addition, they consider central contingency factors reflecting uncertainty and dependence in business-to-business relationships that determine the effectiveness of GSR.”

— Christian Homburg

Source: "Corporate social responsibility in business-to-business markets", 2013, p. 54; Article abstract

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Christian Homburg 18

German academic 1962

Neil Fligstein (1951) American sociologist

Source: The architecture of markets, 2001, p. 16

“Adrian Slywotzky believes the Internet will overturn the inefficient push model of supplier-customer interaction. He predicts that in all sorts of markets, customers will use choiceboards—interactive, on-line systems that let people design their own products by choosing from a menu of attributes, prices, and delivery options. And he explores how the shifting role of the customer—from passive recipient to active designer—will change the way companies compete.”

Adrian Slywotzky (1951) American economist

Adrian J. Slywotzky, Clayton M. Christensen, Richard S. Tedlow, Nicholas G. Carr (2000) "The future of commerce." Harvard Business Review Vol 78.1. p. 39-53. ( abstract http://hbr.org/product/future-of-commerce-hbr-onpoint-enhanced-edition/an/4681-PDF-ENG).

Clayton M. Christensen (1952–2020) Mormon academic

“The notion of corporate social responsibility (CSR) has gained momentum and is currently of strategic importance for many companies. Among Fortune 500 companies, as many as 90% have explicit CSR initiatives, more than half publish a separate annual CSR report, and most have senior executives responsible for CSR (Luo and Bhattacharya 2009; McKinsey & Company 2009).”

Christian Homburg (1962) German academic

Source: "Corporate social responsibility in business-to-business markets", 2013, p. 54

“A leading firm that controlled a large portion of the output of a given organizational field operated as a price setter. To set prices, the actors in that firm had to control their suppliers and marketing in order to increase their own efficiency and have the potential to cut off other firms from supplies or customers.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 89

“Outsiders act as employees, employees act as outsiders. New relationships blur the roles of employees and customers to the point of unity. They reveal the customer and the company as one.”

Kevin Kelly (1952) American author and editor

Out of Control: The New Biology of Machines, Social Systems and the Economic World (1995), New Rules for the New Economy: 10 Radical Strategies for a Connected World (1999)