انگیزه CSR و رفتار نقش بزرگ مشتری: تعدیل هویت سازمانی اخلاقی  CSR motivation and customer extra-role behavior: Moderation of ethical corporate identity

1. Introduction In today’s world of reputation, organizations’ core stance often matters more than their offerings. Consumers assume that firms are their lifelong partners with whom they engage in value co-creation. Therefore, when they build bonds with companies, they seek valueladen traits embedded not only in their products/services but also in their actions (Lii & Lee, 2012). Consumers consider corporate social responsibility (CSR) activities as one of the paths through which they learn about the values of companies. For example, Google topped the list of the 2015 Global CSR RepTrak rankings for the fifth time by pursuing initiatives worldwide in three major areas: citizenship practices, sustainable energy consumption, and renewable energy investments (Reputation Institute, 2015). The Coca-Cola Company launched a collaborative program in Africa to fight HIV/AIDS in 2002 and Vodacom of South Africa created a community phone service program in 1994 to overcome the problem of unequal access of disadvantaged communities to telecommunications (Zhang, 2008). Such CSR activities not only improve the world but they also lead to various company-favoring responses such as enhancement of customer extra-role behaviors (Lii & Lee, 2012). Especially in emerging markets, organizations face the challenge of adopting and managing an effective CSR strategy that aligns with their corporate brand values. Emerging markets’ structure of increasing trade, economic prosperity, and rapidly expanding purchasing power breeds a new middle class that scrutinizes companies and their actions more than expected (Hah & Freeman, 2014). Organizations need to comprehend the factors that affect consumers’ evaluations of CSR activities to overcome this challenge (Boehe & Cruz, 2010). In an attempt to address this issue, this study analyzes whether the CSR motivations and ethical corporate identity are significant variables supporting the success of the companies’ CSR efforts. In doing so, the present research also responds to the call that highlights the need to study CSR in under-studied emerging markets (Hah & Freeman, 2014) such as Turkey. Despite extensive research investigating the effects of CSR on consumers’ responses in emerging markets (e.g. Baskin & Gordon, 2005; Frynas, 2006), previous studies fail to explain how consumers react to the CSR motives of companies’ under different circumstances.