ASSIGNMENT 02 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 19: Research Project

Submission date 20/12/2023 Date received (1st Submission)

Re-submission date Date received (2nd Submission)

Student Name Nguyen Quynh Phuong Student ID GBH210959

Class No. GBH1115 Assessor Name Ngo Tran Thai Duong

Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism.
I understand that making a false declaration is a form of malpractice.
Student Signature
Phuong

Grading Grid

P4 P5 P6 P7 M3 M4 D2 D3

i
 Summative Feedbacks  Resubmission Feedbacks

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

ii
Hotel and Resort Corporate Social Responsibility: Customer Satisfaction and
Customer Social Responsibility in Luxury 5 Star Hotels Viet Nam

UNIVERSITY OF GREENWICH
NGUYEN QUYNH PHUONG
GBH210959

2
Table of Contents
1.Introduction ................................................................................................................................ 5
2.Literature Review ....................................................................................................................... 6
2.1 Organizational CSR ............................................................................................................ 6
CSR definition ....................................................................................................................... 6
Theory research ..................................................................................................................... 7
2.2 Customer social responsibility (CmSR: Customer social responsibility) .......................... 7
Customer social responsibility definition ............................................................................ 7
Important research ............................................................................................................... 8
2.3 Customer Satisfaction ......................................................................................................... 9
Customer Satisfaction Definitions ....................................................................................... 9
Important research ............................................................................................................... 9
2.4 Relation between customer social responsibility and organizational CSR .................. 10
2.5 Relation between customer satisfaction and organizational CSR ................................ 11
2.6 Research Model ................................................................................................................. 12
3. Planned research methodology .............................................................................................. 12
3.1. Approach theory ............................................................................................................... 12
3.2. Research methodologies ................................................................................................... 13
Justifying chosen research methodologies and processes supported by a credible
academically underpinned literature review ........................................................................ 13
3.3. Sampling strategies .......................................................................................................... 14
3.4. Collect data ....................................................................................................................... 15
4.Results/ Findings ...................................................................................................................... 16
4.1 Sample description ............................................................................................................ 16
a.Gender of survey participants ......................................................................................... 16
b.Age of survey participants ............................................................................................... 17
c. Occupation of survey participants ................................................................................. 17
4.2 Variable Description ......................................................................................................... 18
4.3 Hypothesis testing .............................................................................................................. 19
5. Discussion ................................................................................................................................. 20
5.1. The main results of the research ..................................................................................... 20
5.2. The effectiveness of research methods ........................................................................... 21
5.3. Recommendations for future research ........................................................................... 21
References .................................................................................................................................... 21

3
 Abstract

Corporate social responsibility (CSR) remains a hot topic in management. However, little is known
about customer social responsibility and customer satisfaction. Underpinned by well-founded
theories, this study developed a uniquely integrated model of corporate and customer CSR. The
study used a quantitative method model and collected data using a snowball sampling strategy
with 50 samples to collect data. The results show that corporate social responsibility has a positive
influence on customer social responsibility and customer satisfaction through data analysis.
Strategic CSR initiatives with a multi-stakeholder approach are discussed.

Keywords: Corporate social responsibility; Customer social responsibility; Customer

satisfaction; CSR, CmSR, CS, hotels and resorts, Vietnam, industry.

4
1.Introduction

Research on corporate social responsibility (CSR) has attracted significant interest and attention
in recent years. The importance of CSR practices in sustainable business is unavoidable
worldwide. CSR has been gaining popularity around the world, both domestically and
internationally. These interconnected events and their impact around the world are increasing their
importance. According to Porter and Kramer (2006), one of the core drivers of using CSR in
strategy is the opportunity to make a business stand out from its competitors. For example, the
United States has focused on examining the benefits derived from implementing CSR and
determining how CSR contributes to customer satisfaction (Levy and Park, 2011). Furthermore,
corporate social responsibility (CSR) has become a core component in the hospitality industry
context where it is considered a key factor in competition and business survival, mainly because
CSR affects customer satisfaction. According to well-established environmental reporting (Coles
and Fenclova, 2013). Nowadays, people are increasingly focusing on the social impact of CSR on
customer social responsibility. The literature demonstrates that despite industry imperatives,
customer needs taken care of by employers tend to be more conscientious, thereby increasing
customer satisfaction. This shows that CSR plays a very important role in creating value. CSR in
the hotel industry also focuses on factors such as customer satisfaction. This requires more
research in Vietnam, including high-end hotels and resorts being developed in Viet Nam.

Customer social responsibility and customer satisfaction may be indirectly affected by CSR
activities, according to many studies. It is possible that some factors are able to mediate the impact
of CSR activities on the responsibility and satisfaction heart. Specifically, according to statistics,
the number of Malaysian tourists increased from 2008 (22.05 million) to 2015 (25.70 million),
with a total revenue of up to RM69.1 billion (Tourism Malaysia, 2016). Income from tourism has
therefore become a core source of economic growth in Malaysia, with the hotel industry generating
significant profits. Therefore, it is important to find ways to enhance hotel services and suggest
factors to manage the delivery of specific services that can enhance customer satisfaction (Poon
& Low, 2005). Therefore, Lee and Heo (2009) and Romani, et al., (2013) stated that potential
mediating variables have been largely ignored and not enough is known about the theoretical
methods used to understand the relationship between CSR and customer satisfaction. Previously,
Freeman (1984) argued, based on stakeholder theory, that CSR activities can improve customer
and other stakeholder satisfaction. The reason is that such activities can ultimately positively
improve customer social responsibility in relation to customer satisfaction. According to
Haywantee et al, (2020), they based their research on data collected at LUX* Resorts and Hotels,

5
a 5-star company in Mauritius with luxury resorts operating in several destinations in some
countries. Research papers have demonstrated the relationship between organizational CSR
initiatives and their impact on customer social responsibility and ultimately customer satisfaction
and satisfaction. However, currently CSR in luxury Resorts and Hotels industry is not used or
popularized much in Vietnam and there has not been any research to combine the aspects of CRS,
Customer Social Responsibility and Customer Satisfaction in one business.

According to Abdulalem and Basri Rashid (2016), have been conducted on CSR and its impact on
customer social responsibility and consumer/customer satisfaction in the luxury hotel & resort
industry. However, it seems that these studies are very limited or not based on any research
compared to other developed countries. Therefore, it is very important to fill this gap by
researching how CSR practices and its activities impact customers in Vietnam. The purpose of this
study is primarily to examine the relationship between luxury Resorts and Hotels industry’ CSR
initiatives and their impact on customer social responsibility and ultimately customer satisfaction.
For this purpose, a number of research hypotheses are developed based on the Theory of reasoned
action: Theory of planned behavior (Ajzen, 1988); Social identity theory (Hogg, M.A., 2016).
Henri Tajfel and John Turner (1970s); Stakeholder engagement theory (Greenwood., 2007).

As a result, this article is organized as follows: CSR is the first part. In the second part, the
theoretical framework and research hypotheses are developed. The third section discusses research
design and methodology, the data collection process and procedures. Additionally, it presents the
results of hypothesis testing and discussion. The final part is conclusions, recommendations and
implications for future research.

2.Literature Review
2.1 Organizational CSR
CSR definition
There is no universal definition of CSR. However, one of the most popular definitions of CSR
concept is the social obligations towards wider stakeholders, environment while making profit for
the shareholders (Carroll, 1991). CSR is defined as activities, processes and status or perceived
societal obligations (Wood, 1991; Sen and Bhattacharya, 2001). The conceptualisation of CSR is
based on the theoretical framework developed by Carroll (1991), where she proposed four
dimensions of CSR. These are economic, legal, ethical, and philanthropies of CSR.
The determinants of economic CSR are considered to be high quality and low cost, operational
efficiency, and continuous profitability. Some add job creation and price fairness (Galbreath, 2010;

6
Onlaori and Rotchanakitumnuai, 2010). Legal CSR is measured in terms of the consistency
between organisation activities and the laws, regulation, or its fulfilment of legal obligations
(Caroll., 1991). Ethical CSR is determined in terms of the extent that an organization adjust
themselves to emerging moral norms, degree of compromising ethical standards or norms,
corporate citizenship behaviour accepted by society and the extent that an organization go beyond
the legal and regulation requirements to maintain integrity of the organization (Carroll, 1991;
Onlaori and Rotchanakitumnuai., 2010). Finally philanthropic CSR is measured by charitable
activities undertaken by organisation and its involvement in developing the society to enhance the
“quality life” (Caroll, 1991). The conceptual framework of this research is illustrated below
showing the relationship between CSR and customer social responsibility and customer
satisfaction.
Theory research
CSR research has been underpinned by “theory of reasoned action”, the “theory of planned
behavior”, “social identity theory” and “stakeholder engagement theory” in a number of studies
exploring links between CSR, employee attitudes and related impacts on the organization
(Hillenbrand, Money, and Ghobadian., 2013). The theory of reasoned action predicts an
individual’s behavioral intentions in engaging in a specific activity and is associated with one’s
attitude and subjective norms. The theory of reasoned action (Fishbein, 1979) and the theory of
planned behavior (Ajzen, 2005) are extensions of the former and have been applied in various
CSR studies. Several CSR studies for example have also drawn on social identity theory (Hogg,
2016).
2.2 Customer social responsibility (CmSR: Customer social responsibility)

Customer social responsibility definition

Muncy and Vitell (1992), one of the earlier researchers in the area, defined it as the moral
principles and standards that guide the behaviours of individuals as they obtain, use and dispose
of goods and services. From this definition, it is clear that customer have at least two major
responsibilities; the first towards other stakeholders, the need to act ethically which involves the
obtaining, use and disposal of goods and services. Muncy and Vitell (1992) referred to this
responsibility as customer ethics, and the second responsibility towards society as a whole in a bid
to avoid social harm and to act proactively for social benefits involving all three facets of consumer
behaviour – obtaining, use and disposal, this they call consumer social responsibility. Roberts
(1993) defined the socially responsible customer as “one who purchases products and services

7
perceived to have a positive (or less negative) influence on the environment or who patronizes
businesses that attempt to effect related positive social change”.
Important research

According to Becker-Olsen et al., (2006) it is argued that the literature demonstrates a number of
studies investigating CmSR customer behavior. The evolving and rapidly changing landscape of
climate change and the COVID-19 pandemic requires urgent action to protect human health and
the planet. Customers, as members of the larger community, have a shared perspective on company
performance and CmSR initiatives. Based on social identity theory (Tajfe and Turner, 1986), it
can be argued that to build a distinct social identity and enhance their self-esteem, customers will
prefer and support suppliers providing services that are considered socially responsible in the
luxury hotel & resort industry in Vietnam. The brand image obtained from CmSR efforts plays an
important role in attracting a segment of customers who are already socially aware (Ramkissoon.,
et al., 2018). The fit between a company and its CmSR activities has a genuine impact on corporate
image (Kim, et al., 2010).

A sense of customer social responsibility and a match between company performance and
customer expectations can bring business success. Customers may view a company's CmSR
initiatives as a promise to perform and deliver services in a socially acceptable manner (Hess and
Ford, 2008). This can even create a halo effect in other areas of the company's operations (Albus
and Ro, 2017). The increase in customer expectations due to a firm's external CmSR
communication activities may have different effects on developing customer awareness. Different
CSR initiatives can bring about customer satisfaction or other purchasing decisions in different
ways (Pérez and Rodríguez, 2013).

Some evidence in the literature suggests that consumers find promotion-based CmSR activities
less trustworthy than the implementation of CSR programs (Pirsch, Gupta and Grau, 2007). For a
service company, external communications deliver public CmSR promises and the company's
CmSR culture of providing additional services to meet customers' expectations of social
responsibility. The combination of corporate CmSR initiatives, especially awareness campaigns
and marketing activities related to social causes can contribute to customer education. Meanwhile,
environmental and civil rights initiatives at the service point of sale affirm customers' social
responsibility.

8
2.3 Customer Satisfaction
Customer Satisfaction Definitions

According to Hanan and Karp (1989), customer satisfaction can be experienced in a variety of
situations and is connected to both goods and services. It is a highly personal assessment that is
greatly affected by customer expectations. Satisfaction is also based on the customer’s experience
of both contact with the organization and personal outcomes. A satisfied customer within the
private sector as “one who receives significant added value” to his/her bottom line—a definition
that may apply just as well to public services (Hanan and Karp, 1989)

Customer satisfaction is the degree to which a customer perceives that an individual, firm or
organization has effectively provided a product or service that meets the customer’s needs in the
context in which the customer is aware of and / or uses the product or service. Satisfaction is not
inherent in the individual or the product but is a socially constructed response to the relationship
between a customer, the product and the product provider/maker. To the extent that a
provider/maker can influence the various dimensions of the relationship, the provider can
influence customer satisfaction (Reed, John and Nicholas, 1997).

Important research

Customer satisfaction is considered an effective objective based on customer feedback based on

marketing organizations not validating their service experiences (Oliver, 1997). Customer
satisfaction has been conceptualized as a customer's emotional response to what is obtained by
measuring customer satisfaction and can be a differential performance measure (Oliver, Rust and
Varki, 1997). Although customer satisfaction can be achieved by providing services according to
customer expectations (Ramkissoon and Mavondo, 2014), customer satisfaction can only be
achieved through special services. Players who excel in direct customer contact are the face of the
company for success in customer satisfaction (Torres, Milman and Park, 2018).

Torres and Kline (2013), The element of surprise in satisfaction can only be achieved through
exceptional service experiences. Creating “exceptional” service experiences for customers
requires companies to rely on distinctive external characteristics such as empathy and high levels
of responsiveness to anticipate and meet customer needs as well as a strong motivation to please
them. This requires working really hard, even beyond the boundaries of the company's service
blueprint. Managers cannot expect their employees to have such special outward characteristics
without ensuring their altruism and conscientiousness. These largely come from their formation
of socially responsible behavior (Barroso Castro, et al., 2004).

9
Customer satisfaction mostly comes from unusual times, in an uncommon place, encouraging
customers to express liberation from their usual value system (McKercher, et al., 2014) while
others remain steadfast in their values. Although rest and pleasure are recommended (Urry, 1990)
for boundary spanners, providing customers with an experience of pleasure that goes beyond the
so-called implicit value is a challenge. In this specific situation, the employee's integrity, sense of
responsibility, and humanity are highly sought after characteristics by employers. For example,
although some (Finn, 2012) argue that surprise is not necessary to make customers happy, most
research in this area suggests that surprise is an important factor in creating customer satisfaction.
This creates a dilemma for all customers and loyal customers in particular. However, providing a
pleasant surprise has a definite impact on loyalty intentions and generates positive word of mouth.
In the travel and hospitality environment, where customer encounters are characterized by
infrequent and non-repetitive vacation experiences, there are greater opportunities for customer
satisfaction that involve multiple aspects available in the destination (Füller, Matzler and Faullant,
2006).

2.4 Relation between customer social responsibility and organizational CSR

(CmSR: Customer social responsibility)

Customer awareness of social responsibility and the fit between company performance and
customer expectations can bring business success. Customers may view a company's CSR
initiatives as a promise to perform and deliver services in a socially acceptable manner (Hess and
Ford, 2008). This can even create a halo effect in other areas of the company's operations (Albus
and Ro, 2017). The increase in customer expectations due to a company's external CSR
communication may have different effects on developing customer perceptions.

Ha and Krishnan (2011) reported that customer social responsibility is a core competency in which
businesses strive to fulfill certain responsibilities to encourage and retain consumers, emphasizing
ISO certification of products, declaring product ingredients and constantly striving to protect the
rights of customers. Several previous studies have revealed a significant influence of CmSR on
divergent views (Arli & Tiptono, 2018; Muncy & Vitell, 1992; Pigors & Rockenbach, 2016; Vitell,
2015). That companies strive to benefit society despite how customers can benefit society is
another unique contribution of this study in assessing external stakeholders outside. If customers
take responsibility for improving society on a personal level, it can strengthen the relationship
between CSR and CmSR.

10
According to Pirsch, et al., (2007), customer find promotion-based CSR activities less trustworthy
than the implementation of promotional programs organization's CSR program. For a service
company, external communications deliver public CSR promises and the company's CSR culture
of providing additional services to meet customers' expectations of social responsibility. The
combination of corporate CSR initiatives, especially awareness campaigns and marketing
activities related to social causes can contribute to customer education. Meanwhile, environmental
and civil rights initiatives at the point of sale of services affirm customers' social responsibility
(Hess and Ford, 2008).

H1: CSR to CmSR (Organizational CSR is positively related to customer social responsibility)

2.5 Relation between customer satisfaction and organizational CSR

Different CSR initiatives can bring about customer satisfaction or other purchasing decisions in
different ways (Pérez, A. and Rodríguez del Bosque, I., 2013). Three distinct streams of research
have been identified to establish the link between corporate CSR and customer satisfaction. First,
stakeholder theory proposes that while caring about their own consumption experiences,
customers also care about corporate actions that have the potential to enhance stakeholder value
(Luo and Bhattacharya, 2006). Second, a company's CSR performance record, if communicated
effectively, creates a context for consumers to evaluate the company favorably (Sen and
Bhattacharya, 2001) and increases their level of support when they identify themselves with the
company. It is likely that the fit between the customer and the company will result in customer
satisfaction (Dewnarain, et al., 2019). Third, customers' higher perceived value from a firm's CSR
activities, therefore, serves as a precursor to higher satisfaction when dealing with a socially
responsible company (Luo and Bhattacharya, 2006). Such activities indicate greater customer
satisfaction.

Additionally, today's employees are looking for jobs that are interesting, challenging, and at the
same time consistent with their perceptions of fairness and justice (Kim, 2010). Compliance
employees' CSR performance is a reflection of their company's CSR that influences their attitudes
and behaviors, which in turn influence consumer assessments of service quality, value, and
satisfaction hearts (Hartline and Jones, 1996). According to Park and Levy (2014), hotel
employees' CSR activities influence their attitudes in the workplace and their potential influence
on customer satisfaction through the quality of interactions with guaranteed customers, to better
gauge customer satisfaction with the travel experience. Notably, employee CSR activities are also
increasingly more diagnostic of a business's true CSR initiatives. Enhanced self-esteem will

11
encourage employees to contribute to their company by serving customer needs, as a key indicator
of company success (Korschun, et al., 2014). More customer satisfaction.

Most importantly, companies must perform their services in a reliable and trustworthy manner for
their customers (Wilson, et al., 2016). Customer evaluation of service performance can generate
interesting levels of satisfaction, thus “satisfaction” from their intangible service consumption.
Because corporate CSR creates a positive impact on customer satisfaction (Lee and Heo, 2009)
employee CSR performance can enhance the quality of interactions with customers at the
functional level. However, when the company focuses on a strong service motive leading to a
skeptical attitude towards CSR, customer satisfaction is not achieved (Peasley, et al., 2020).

H2: CSR to CS (Organizational CSR is positively related to customer satisfaction)

2.6 Research Model

3. Planned research methodology

3.1. Approach theory
In this study, the deductive approach was used in this paper is based on the existing hypotheses
created by various researchers. The author collected data and tested them to decide whether the
hypotheses in other research papers are valid in the context of Vietnam's luxury hotel and resort
industry. In addition to the limitation mentioned above, an important reason that the inductive
approach was not chosen for this study is that it can cause the researcher to expect phenomena to
occur only based on observations (Hunt, 2010). From there, errors in the results may occur with
illogicality and may create an inaccurate research paper in the context of Vietnam's luxury hotel
and resort industry.

12
3.2. Research methodologies

This research uses quantitative research methods to create objective results. At the same time,
quantitative research can focus on better understanding the context of the problem and make the
researcher's perspective better structured when compared to qualitative research. Furthermore,
quantitative research is more objective and is especially suitable when quantitative measures of
variables and inferences can be obtained from samples of the topic the author is researching.
Finally, the analysis of numerical data is performed through statistical procedures to produce the
most accurate results possible. In addition, quantitative research is superior in terms of time as
well as high flexibility, making it easier for researchers to manage (Queirós et al., 2017).

Qualitative research method was not chosen because it takes a long time to develop and implement
and has low flexibility. Furthermore, it has the major limitation that their conclusions cannot be
generalized to larger populations with the same level of assurance as quantitative methods. This
makes it impossible for the researcher to determine whether the research results are significant or
the result of chance. The ambiguity inherent in human language is also another disadvantage of
qualitative research as this can cause misunderstandings and produce misleading results in the
research paper (Ochieng, 2009).

Justifying chosen research methodologies and processes supported by a credible

academically underpinned literature review

In relation to the author's research article, Abdulalem and Basri (2016)'s research article shares
some similarities and differences in research methods. Regarding similarities, both research
articles identify and develop the problem that needs to be researched. Collect and analyze data and
present research results.

In regards to the difference. First, the author's research uses quantitative research methods. The
author collected data through surveys, scales, samples and data analysis. On the other hand,
Abdulalem and Basri (2016)'s research paper uses qualitative research methods, they collect data
based on observation, analysis of documents, and interviews to collect data. As a second point, the
research objectives of the two articles are not the same. Abdulalem and Basri (2016)'s research
developed by understanding and describing concepts to explain relationships. Furthermore, the
author's research measures the relationship between variables.

The reason is that the author's research is different from the research of Abdulalem and Basri
(2016). First, the author's research is smaller in scale and narrower in scope compared to

13
Abdulalem and Basri (2016)'s research. For example, the author's research on CSR impacts on
customer social responsibility and customer satisfaction. Abdulalem and Basri (2016) develop a
conceptual model to explain how CSR, brand image, and customer satisfaction are related.
Furthermore, in terms of expertise, the author does not have enough knowledge and
professionalism to research in depth. In addition, the author's resources are less such as travel,
research costs, etc. Due to the author's short time frame, the research may not be as thorough as
expected.

3.3. Sampling strategies

The sampling strategy chosen for this study was a snowball sampling strategy. The characteristic
of consuming less time and resources of the snowball strategy compared to the previous two
strategies is suitable for the research context. A major strength of the snowball sampling strategy's
widespread use is its network characteristics and flexibility that enable researchers to reach hard-
to-reach populations. Furthermore, the author does not have a clear list of suitable populations for
research. Therefore, this sampling strategy is the right strategy to help the author more easily
sample from existing relationships.

The author did not choose the cluster sampling strategy because it is a very complex and
computationally difficult method. Although the cluster sampling strategy is that it can increase
variability. When researchers look at estimates using any other probability sampling strategy, they
notice reduced variability in the results. However, it will have weaknesses. Simkus (2023) points
out that there will be less statistical certainty and precision when the clusters do not reflect the
characteristics of the population or act as a proxy for shrinking of the entire population. This will
lead to misleading research results. This method was not used in this study because it is difficult
to apply for new researchers like the author. This sampling strategy also has a high potential for
sampling bias, which could have produced erroneous results in this study.

One of the strengths of a simple random sampling strategy is the ease of sample assembly. Since
each member has an equal chance of being selected, this is also considered a fair method of
selecting a sample from a particular population. However, it also has weaknesses that researchers
need to consider when using it. According to Sharma (2017), it is also pointed out that the
requirement for a complete list of the number of lists in the population is one of the most obvious
limitations of the basic random sampling method. This list needs to be accurate and up to date, and
it is often not available to large numbers of people. Furthermore, the random sampling strategy
was also considered too costly in terms of response time or high resource usage, making it

14
unsuitable for the author's short-term research context and was rejected. Additionally, this research
was not sponsored by any party, so it would be difficult to implement this research strategy.

3.4. Collect data

This study used the results of a survey of 50 participants using a survey questionnaire. The data
collection process was as follows. First, the researchers identified a small group of individuals
who met the desired criteria for the study. The researcher sent the survey questionnaire to the initial
participants (acquaintances, colleagues, and friends). After sending participants to the initial
survey, the researchers asked them to refer other individuals who might also be eligible to
participate in the study. This has expanded the network and reached deeper into the target
audience. As each new participant was recruited, they were asked for further referrals. This chain
reaction continued until the researchers reached a saturation point of failing to identify new
participants or achieve the desired sample size. This strategy has been applied to reach hidden or
hard-to-reach populations, has facilitated trust and rapport with participants, and is a cost-effective
approach that has been conducted in research.

Variable Item Questionnaire Major References

Support specialized hotel development CSR1
Support text socialization activities CSR2 Valérie. S and Ruben.
CSR
Contribute to community development CSR3 C (2008)
Efforts to protect the environment CSR4
Create a civilized society CmSR1
Derived from define
Save resources, protect the CmSR2
Customer social Customer social
environment
responsibility responsibility Muncy
Community support CmSR3
and Vitell (1992)
Participate in social activities CmSR4
The industry's products met exactly CS1
what I needed
When I think about this product, I have CS2
Customer Valérie. S and Ruben.
a pleasant feeling
Satisfaction C (2008)
In my opinion, this product is almost CS3
ideal
This product is a good choice CS4
Table 1. Questionnaire of survey participants

15
The data used in this study were data collected from all of Valérie's research questions. S and
Ruben. C (2008). The purpose of these data is to help the author understand the research context
and form hypotheses. Furthermore, through the research process, the author also found gaps in
existing research documents and proposed an appropriate research conceptual framework. Data
for this study were collected through survey results organized by the author. A contextually
appropriate questionnaire was created and sent to participants to collect data. The questions created
are equivalent to three independent factors included in the research model including corporate
social responsibility, customer social responsibility and customer satisfaction. These questions
were asked on a Likert scale from 0 (Strongly Disagree) to 5 (Strongly Agree). Data from these
50 samples were then used to test the hypotheses proposed by the author.

4.Results/ Findings
4.1 Sample description
After the data collection process, the author collected 50 samples that were used to test the
proposed hypotheses. Some demographic information of the survey participants will be presented
below.
a. Gender of survey participants

Gender Count Percent

Male 33 66.00%
Female 17 34.00%
Grand Total 50 100.00%

Table 2: Gender of survey participants

From the table above, it can be seen that the proportion of men participating in the survey and the
proportion of women participating in the survey are almost equal. The number of men participating
in this survey included 33 men. Meanwhile, the number of female participants is 17. This shows
that the survey attracted both male and female participants, ensuring the objectivity of the survey
results.

16
 b. Age of survey participants

Age Count Percent

18 - 24 34 68.00%
25 - 34 5 10.00%
35 - 44 6 12.00%
45 - 54 4 8.00%
55 - 64 1 2.00%
Grand Total 50 100.00%

Table 2: Age of survey participants

Table shows the ages of the participants in this survey. The majority of survey participants are
people between the ages of 18 and 24, accounting for 68% of the total number of participants. The
age group with the second largest number of participants was those under the age of 38 with 44
participants.

c. Occupation of survey participants

Occupation Count Percent

Business 11 22.00%
Freelance 9 18.00%
Office worker 5 10.00%
Students 25 50.00%
Grand Total 50 100.00%

Table 3: Occupation of survey participants

As per the numbers presented in the above, the majority of respondents to this survey were students
as this group made up 50% of the total participants. The fact that this survey has a large number
of participants holding this position is reasonable when approaching managers and directors is
quite difficult for the author. This survey also included the participation of 11 people in the
business sector and 9 freelancers. This will ensure that the results of this study will be more
accurate as both highly qualified and professional people are involved in the industry.

17
4.2 Variable Description

CSR CmSR CS
Mean 4.25 4.32 4.23
Standard Error 0.13 0.14 0.13
Median 4.5 4.75 4.5
Mode 5 5 5
Standard Deviation 0.93 0.98 0.94
Sample Variance 0.86 0.96 0.88
Kurtosis 2.29 3.10 2.88
Skewness -1.54 -1.90 -1.67
Range 4 4 4
Minimum 1 1 1
Maximum 5 5 5
Sum 212.3 215.8 211.3
Count 50 50 50
Table 4: Results of variable description

From the data table above, a variable description of the key numerical values describing the central
variables of the study is provided, shedding light on the characteristics’s corporate social
responsibility, customer social responsibility and customer satisfaction are predicted. The table
serves as a valuable tool for capturing responses and nuances in a data set. As the mean, median,
and mode of the data are 4.25, 4.32, and 4.23, it proves that the social responsibility of high-end
hotels and resorts in Vietnam, customer social responsibility and customer satisfaction are
considered good for consumers. In addition, the data of mean and median are equivalent, proving
that customer feedback is evenly distributed on both sides. Besides, the mode of CSR, CmSR and
CS is 5, which proves that the mean data can be a good reference and was chosen by many survey
participants. Next is standard deviation - coefficient of variation, with percentages of 22%, 23%
and 32%, showing that the answers are quite similar, there is no big difference. The majority of
survey participants chose around this level 5. In the results, there is little variation in the answers
from customers.

18
4.3 Hypothesis testing
Step 1:
H1: CSR to CmSR (Organizational CSR is positively related to customer social responsibility)
H2: CSR to CS (Organizational CSR is positively related to customer satisfaction)
Step 2:
CSR CmSR CS
CSR 1
CmSR 0.85*** 1
CS 0.83*** 0.82*** 1
Rho=0.85 -> There is a positive relationship CSR and CmSR in the sample
Rho=0.83 -> There is a postitive relationship CSR and CS in the sample
Step 3:
The P-Value is < 0.00001 (Use website to calculate)
Step 4:
We are 95% confident that CSR is positively related to CmSR → accept H1
We are 95% confident that CSR is positively related to CS → accept H2

Based on the results from the table above, it can be seen that corporate social responsibility has a
strong impact on customer social responsibility with 0.85. With the results collected from the
survey, the social activities of businesses in Vietnam in the hotel and luxury resort industry are
assessed by the surveyors as contributing factors to community development at the highest level
compared to the other 3 factors. This will help the company enhance its brand image and be highly
appreciated by customers for its social responsibility. Furthermore, in terms of customer social
responsibility, there are two factors chosen by survey participants at equal rates: supporting the
community and participating in social activities. Thereby, it shows that corporate social
responsibility and customer social responsibility have a very close relationship. This association
will promote the sustainable development of society, because it will encourage businesses to carry
out CSR activities, thereby contributing to solving social and environmental problems. As a result,
customers will also be responsible for selecting products/services that meet their expectations as
they become more concerned about social and environmental issues.

19
5. Discussion
5.1. The main results of the research
As mentioned above, both hypotheses are accepted and supported in this study, H1 and H2. Both
of these hypotheses have quite good analytical results and show that corporate social responsibility
has a positive impact on customer social responsibility and customer satisfaction.

In particular, H1 results show that corporate social responsibility has a strong impact on customer
social responsibility (Rho: 0.85***; p<0.00001). The majority of survey participants believe that
the social responsibility of hotels and resorts in Vietnam can be an effective tool to promote the
social responsibility of customers. This is partly due to creating awareness and customer awareness
of hotels and resorts in Vietnam. This hypothesis proves that businesses operating in hotels need
to consider implementing CSR activities in accordance with their business goals and strategies.
From there, it can be seen that businesses need to promote social responsibility to effectively
communicate about their CSR activities and raise customer awareness and awareness. Corporate
social responsibility not only helps Vietnamese businesses carry out environmental protection
activities but also supports social and cultural activities, contributing to community development.
This can lead to customers choosing products/services from Vietnamese businesses and can also
encourage customers to take environmental protection actions themselves, such as saving
resources, supporting the community and creating a civilized society, which in turn can impact
customers' social responsibility (Michael, n.d).

Corporate social responsibility also has a positive (Rho= 0.83***; p<0.00001) impact on customer
satisfaction in H2. Customer satisfaction is the degree to which customers feel satisfied with the
products or services of Vietnam hotels and resorts. At the same time, the author's question also
focuses on the social responsibility of businesses in the hotel industry leading to customer
satisfaction in the way the organization operates as well as the company's strategy. Therefore, this
result is also equivalent to customer social responsibility. The results of this hypothesis are as
strong as hypothesis 1 and it also shows that corporate social responsibility is positively associated
with customer satisfaction. From this hypothesis, it can be seen that it is considered extremely
important for Vietnam businesses to apply strategies and business models to suit businesses in the
Vietnam hotel industry. Creating trust and sympathy through CSR activities demonstrates a
business's concern for society and the community, helping to build customer satisfaction and
sympathy for the business. From there, customers tend to be more loyal to businesses with active
CSR activities. Meeting the product needs of customers and creating a pleasant feeling will help
them better adapt to changes in customer attitudes in the hotel industry (Van Doorn et al., 2017).

20
There have been previous studies investigating similar hypotheses, and many of them have yielded
positive results. For example, Al-Haddad et al. (2022) has shown that corporate social
responsibility can inspire customers to adopt similar values and behaviors. Additionally, corporate
social responsibility can enhance customer trust and satisfaction. Customers are more likely to
support a business that tries to alleviate problems that concern them. This is consistent with the
study of Luo and Bhattacharya (2006), which shows that customers' higher perceived value from
a firm's CSR activities acts as a precursor to higher satisfaction when dealing with customers from
socially responsible companies. The subtle implication is that social responsibility can lead to
perceptions of superior quality. This suggests that when customers voluntarily engage in socially
responsible behavior, they expect better returns. The result will be a win-win situation
(Haywantee, et al., 2020).

5.2. The effectiveness of research methods

By using quantitative methods, this study obtained some important results mentioned above. The
evaluation of data collected through this research method is scientific and understood as it is based
on mathematical concepts and statistical analysis. Along with that, a snowball sampling strategy
was used to help the author easily reach participants. However, this choice of research method and
sampling strategy is not perfect for research on this topic. In addition, the author's research had
too few samples with 50 samples, so it is not reliable compared to Haywantee, et al., (2020) used
436 samples. For the snowball sampling strategy, it is not possible to produce results that are as
highly accurate overall as the random sampling strategy. Because simply the participants in this
sampling process were recruited through relationships with the researcher (Sharma, 2017).
However, it was still selected and used because the author's circumstances did not allow for more
contextual strategies to be applied. This may have led to deviations in the analysis results of the
hypothesis that corporate social responsibility has a positive impact on customer social
responsibility and customer satisfaction.

5.3. Recommendations for future research

Through this study, several recommendations are drawn to help researchers study the topic of CSR
more deeply and accurately. The research of Mohammed and Rashid has examined customer
satisfaction and brand image in the Malaysian hotel industry. Emmanuel and Priscilla's paper
focuses on corporate social responsibility and its relationship with customer satisfaction and
corporate image (Emmanuel and Priscilla, 2022). In this topic, researchers used qualitative
methods. Applying the qualitative research method in this study clearly cannot go deeper into the
technical issues of the topic. The time to collect and analyze data for a study is quite long and very

21
difficult. This can make the interviewee feel bored, tired, and uncomfortable, thereby somewhat
affecting the quality of the interview. Therefore, quantitative research methods should be
considered for use in these research documents. Compared with qualitative research, the strength
of quantitative research is that the generalizability, reliability and representativeness of
quantitative research results are quite high. The survey creation process will take less time and
technology can be used to conduct this survey research (Unimrkt, 2023). However, the
disadvantages of this research method involve measurement tools, such as unclear survey
questions or biased scales, which can affect data quality. In addition, quantitative research can
consume a lot of resources in terms of time, cost and human resources. Therefore, researchers will
need to be thoroughly prepared to effectively collect data using this method (Unimkt, 2023).

For the sampling strategy, the researchers used a self-selection sampling strategy, which may have
produced results that were not well representative of the population in this study. Two other
sampling strategies would be more appropriate to the author's topic and should be used in future
studies. The first alternative strategy is random sampling. Using this sampling strategy limits
inaccuracy when compared to real-life situations where participants are random and unbiased.
Furthermore, the high representativeness of the sample generated using this strategy allows
researchers to generalize sample results to the population (Sharma, 2017). However, the downside
is that researchers will need to have a complete list of every member of the host. This list must be
accurate and up to date but is often inaccessible to large numbers of survey participants (Sharma,
2017). Another alternative strategy that the author considers suitable is the cluster sampling
strategy. The strength of this sampling strategy is that it is highly feasible when dealing with a
large population. This makes it more relevant to the topic as researchers will need to explore a
broader scope (Sharma, 2017; Taherdoost, 2016). On the other hand, this strategy is a very
complex sampling strategy and difficult to calculate. However, for experienced researchers, the
use of cluster sampling is reasonable and should be considered when researching this topic
(Taherdoost, 2016; Sharma, 2017; Simkus, 2023).

The alternative methods and strategies outlined above are the author's recommendations for
researchers intending to study this topic. In the future, when researching similar topics, the author
will consider the alternative methods and strategies outlined above. The author is aware that the
choice of research method and sampling strategy used in this study was not perfect. Therefore,
change is necessary to be able to provide accurate research results. For example, the use of
quantitative methods combined with a cluster sampling strategy will be considered by the author
for future studies. This is to ensure the accuracy of future research results

22
References

Al-Haddad, S.; Sharabati, A.-A.A.; Al-Khasawneh, M.; Maraqa, R.; Hashem, R. The Influence
of Corporate Social Responsibility on Consumer Purchase Intention: The Mediating Role of
Consumer Engagement via Social Media. Sustainability 2022, 14, 6771. (Accessed: 18
November 2023)

Akhshik, A.; Rezapouraghdam, H.; Ramkissoon, H. Industrialization of Nature in the Time of

Complexity Unawareness: The Case of Chitgar Lake, Iran. J. Hosp. Tour. Res. 2020. (Accessed:
27 November 2023)

Baird, T.; Hall, C.M.; Castka, P.; Ramkissoon, H. Migrant Workers’ Rights, Social Justice and
Sustainability in Australian and New Zealand Wineries: A Comparative Context. In Social
Sustainability in the Global Wine Industry; Palgrave Pivot: Cham, Switzerland, 2020; pp. 107–
118. (Accessed: 22 November 2023)

Baniya, R.; Rajak, K. Attitude, Motivation and barriers for csr engagement among travel and
tour operators in Nepal. J. Tour. Hosp. Educ. 2020, 10, 53–70. (Accessed: 22 November 2023)

Becker-Olsen, K.L.; Cudmore, B.A.; Hill, R.P. The impact of perceived corporate social
responsibility on consumer behavior. J. Bus. Res. 2006, 59, 46–53. (Accessed: 24 November
2023)

Behsudi, A (2020) Impact of the Pandemic on Tourism. Available at:

https://www.imf.org/en/Publications/fandd/issues/2020/12/impact-of-the-pandemic-on-tourism-
behsudi#:~:text=In%20the%20first%20half%20of,in%20a%20post-pandemic%20world
(Accessed: 13 December 2023).

Bello, F.G.; Kamanga, G. Drivers and barriers of corporate social responsibility in the tourism
industry: The case of Malawi. Dev. South. Afr. 2020, 37, 181–196. (Accessed: 24 November
2023)

Berg, B. L. (2001) Qualitative research methods for the social sciences. 9th edn. (Accessed: 22
November 2023)

Berg, B. L. (2017) Qualitative research methods for the social sciences. 9th edn. (Accessed: 13
December 2023).

Bhattacharya, C.B.; Sen, S.; Korschun, D. Using corporate social responsibility to win the war
for talent. MIT Sloan Manag. Rev. 2008, 49, 37–44. (Accessed: 22 November 2023)

23
Cacioppe, R.; Forster, N.; Fox, M. A survey of managers’ perceptions of corporate ethics and
social responsibility and actions that may affect companies’ success. J. Bus. Ethic- 2007, 82,
681–700. (Accessed: 24 November 2023)

Carroll, A.B.; Laasch, O. From managerial responsibility to CSR and back to responsible
management. In The Research Handbook of Responsible Management; Edward Elgar:
Cheltenham, UK, 2020. (Accessed: 24 November 2023)

Carvalho, S.W.; Sen, S.; Mota, M.D.O.; De Lima, R.C. Consumer reactions to CSR: A Brazilian
perspective. J. Bus. Ethic- 2010, 91, 291–310. (Accessed: 24 November 2023)

Charis, A. (2023) Final Questionnaire. Available at:

https://fr.scribd.com/document/423857552/FINAL-QUESTIONNAIRE-docx# (Accessed: 13
December 2023).

Coles, T.; Fenclova, E.; Dinan, C. Tourism and corporate social responsibility: A critical review
and research agenda. Tour. Manag. Perspect. 2013, 6, 122–141. (Accessed: 22 November 2023)

Deng, X.; Kang, J.-K.; Low, B.S. Corporate social responsibility and stakeholder value
maximization: Evidence from mergers. J. Financial Econ. 2013, 110, 87–109. (Accessed: 24
November 2023)

Dewnarain, S.; Ramkissoon, H.; Mavondo, F. Social customer relationship management in the
hospitality industry. J. Hosp. 2019, 1, 1–14. (Accessed: 22 November 2023)

Dias, Á., Patuleia, M., Silva, R. E., Estêvão, J. and Martinez-Rodriguez, M. R. (2021) ‘Post-
pandemic recovery strategies: revitalizing lifestyle entrepreneurship’, Journal of Policy Research
in Tourism, 14(2), Taylor & Francis Online [Online]. Available at:
https://www.tandfbarrbonline.com/doi/full/10.1080/19407963.2021.1892124 (Accessed: 13
December 2023).

Dodds, R.; Joppe, M. CSR in the Tourism Industry? The Status of and Potential for Certification,
Codes of Conduct and Guidelines; IFC: Washington, DC, USA, 2005. (Accessed: 24 November
2023)

El-Kassar, A.N.; Messarra, L.C.; El-Khalil, R. CSR, organizational identification, normative

commitment, and the moderating effect of the importance of CSR. J. Dev. Areas 2017, 51, 409–
424. (Accessed: 22 November 2023)

24
Emmanuel, B. and Priscilla, O.A., 2022. A review of corporate social responsibility and its
relationship with customer satisfaction and corporate image. Open Journal of Business and
Management, 10(2), pp.715-728. (Accessed: 19 December 2023)

Epler Wood, M.; Leray, T. Corporate Responsibility and the Tourism Sector in Cambodia;
Working Paper, No. 34658; World Bank Group: Washington, DC, USA, 2005; p. 1. (Accessed:
24 November 2023)

Finn, A. Customer delight: Distinct construct or zone of nonlinear response to customer

satisfaction? J. Serv. Res. 2012, 15, 99–110. (Accessed: 24 November 2023)

Fuller, J.; Matzler, K.; Faullant, R. Asymmetric effects in customer satisfaction. Ann. Tour. Res.
2006, 33, 1159–1163. [CrossRef] 159. Oliver, R.L. Cognitive, affective, and attribute bases of
the satisfaction response. J. Consum. Res. 1993, 20, 418–430. (Accessed: 27 November 2023)

Hair, J.F.; Black,W.C.; Babin, B.J.; Anderson, R.E. Multivariate Data Analysis; Prentice Hall:
Upper Saddle River, NJ, USA, 2010. 166. Waddock, S. Parallel universes: Companies,
academics, and the progress of corporate citizenship. Bus. Soc. Rev. 2004, 109, 5–42.
(Accessed: 27 November 2023)

Hall, J. R., Savas-Hall, S. and Shaw, E. H. (2022) ‘A deductive approach to a systematic review
of entrepreneurship literature’, Management Review Quarterly, Springer [Online]. Available at:
https://link.springer.com/article/10.1007/s11301-022-00266-9 (Accessed: 27 November 2023)

Hanan, Mack and Karp, Peter, "Customer Satisfaction: How to Maximize, Measure, and Market
Your Company’s Ultimate Product”, American Management Association, New York 1989, XII
(Accessed: 22 November 2023)
Haywantee. R, Felix. M and Vishee. S (2020) Corporate Social Responsibility at LUX* Resorts
and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social
Responsibility [Online]. Available at: file:///C:/Users/This%20PC/Downloads/sustainability-12-
09745-v2.pdf (Accessed: 11 December 2023).

Hidayat, M., Latief, F., Widiawati, A., Asbara, N. W. and Zaeni, N. (2021) ‘Factors Supporting
Business and its Distribution to Business Resilience in New Normal Era’, Journal of
Distribution Science. Available at: http://repository.nobel.ac.id/id/eprint/763/ (Accessed: 13
December 2023).

Jamali, D.; Lund-Thomsen, P.; Jeppesen, S. SMEs and CSR in developing countries. Bus. Soc.
2017, 56, 11–22. (Accessed: 22 November 2023)

25
Kandel, B. (2020) ‘Qualitative Versus Quantitative Research’, Journal of Product Innovation
Management, Researchgate [Online]. Available at:
https://www.researchgate.net/publication/352550744_Qualitative_Versus_Quantitative_Researc
h (Accessed: 13 December 2023).

Kim, H.R.; Lee, M.; Lee, H.T.; Kim, N.M. Corporate social responsibility and employee–
company identification. J. Bus. Ethics 2010, 95, 557–569. (Accessed: 24 November 2023)

Kumar, A.; Olshavsky, R.W.; King, M.F. Exploring alternative antecedents of customer delight.
J. Consum. Satisf. Dissatisfaction Complain. Behav. 2001, 14, 14. 157. Crotts, J.C.; Magnini,
V.P. The customer delight construct. Ann. Tour. Res. 2011, 38, 719–722. (Accessed: 27
November 2023)

Lawson, K.M.; Davis, K.D.; Crouter, A.C.; O’Neill, J.W. Understanding work-family spillover
in hotel managers. Int. J. Hosp. Manag. 2013, 33, 273–281. (Accessed: 22 November 2023)

Lee, S.; Heo, C.Y. Corporate social responsibility and customer satisfaction among US publicly
traded hotels and restaurants. Int. J. Hosp. Manag. 2009, 28, 635–637. (Accessed: 24 November
2023)

Lee, S.; Park, S.-Y. Do socially responsible activities help hotels and casinos achieve their
financial goals? Int. J. Hosp. Manag. 2009, 28, 105–112. (Accessed: 24 November 2023)

Lin, L.W. Corporate social responsibility in China: Window dressing or structural change.
Berkeley J. Int. Law 2010, 28, 64. (Accessed: 24 November 2023)

Marin, L.; Ruiz, S.; Rubio, A. The role of identity salience in the effects of corporate social
responsibility on consumer behavior. J. Bus. Ethics 2009, 84, 65–78. (Accessed: 22 November
2023)

Meng, X. (2013) ‘Scalable simple random sampling and stratified sampling’, Researchgate
[Online]. Available at:
https://www.researchgate.net/publication/288221166_Scalable_simple_random_sampling_and_s
tratified_sampling (Accessed: 27 November 2023)

Michael. L (n.d) 5 CSR Strategies Socially Responsible Companies Are Using [Online].
Available at: https://everfi.com/blog/community-engagement/socially-responsible-companies/
(Accessed: 11 December 2023).
Ministry of Industry and Trade of The Socialist Republic of Vietnam (2021) What do you see
from 70,209 businesses withdrawing from the market?. Available at: https://moit.gov.vn/tin-

26
tuc/bo-cong-thuong-voi-doanh-nghiep/thay-gi-tu-70.209-doanh-nghiep-rut-lui-khoi-thi-
truong.html (Accessed: 15 December 2023).

Mohammed, A. and Rashid, B., 2018. A conceptual model of corporate social responsibility
dimensions, brand image, and customer satisfaction in Malaysian hotel industry. Kasetsart
Journal of social sciences, 39(2), pp.358-364 (Accessed: 19 December 2023).
Muijs, D. (2010) Doing Quantitative Research in Education with SPSS. SAGE publishing.
(Accessed: 27 November 2023)

Noy, C. (2008) ‘Sampling Knowledge: The Hermeneutics of Snowball Sampling in Qualitative

Research’, International Journal of Social Research Methodology, 11(4), Taylor & Francis
Online [Online]. Available at:
https://www.tandfonline.com/doi/abs/10.1080/13645570701401305 (Accessed: 27 November
2023)

Nunkoo, R.; Ramkissoon, H. Stakeholders’ views of enclave tourism: A grounded theory

approach. J. Hosp. Tour. Res. 2016, 40, 557–558. (Accessed: 24 November 2023)

Nunkoo, R.; Ramkissoon, H. Structural equation modelling and regression analysis in tourism
research. Curr. Issues Tour. 2012, 15, 777–802. [CrossRef] 168. Ramkissoon, H.; Mavondo, F.T.
The satisfaction–place attachment relationship: Potential mediators and moderators. J. Bus. Res.
2015, 68, 2593–2602. (Accessed: 27 November 2023)

Nunkoo, R.; Smith, S.L.; Ramkissoon, H. Residents’ attitudes to tourism: A longitudinal study
of 140 articles from 1984 to 2010. J. Sustain. Tour. 2013, 21, 5–25. (Accessed: 27 November
2023)

Ochieng, P. A. (2009) ‘An analysis of the strengths and limitation of qualitative and quantitative
research paradigms’, Problems of Education in the 21st Century, 13, Scientia Socialis [Online].
Available at: https://www.scientiasocialis.lt/pec/node/242 (Accessed: 27 November 2023)

Oliver, R.; Rust, R.; Varki, S. Customer delight: Foundations, findings, and managerial insight.
J. Retail. 1997, 73, 311–336. (Accessed: 24 November 2023)

Olken, F. and Rotem, D. (1986) ‘Simple Random Sampling from Relational Databases’.
Available at: https://escholarship.org/content/qt9704f3dr/qt9704f3dr.pdf (Accessed: 27
November 2023)

Parker, C., Scott, S. and Geddes, A. (2019) ‘Snowball Sampling’, SAGE [Online]. Available at:
https://methods.sagepub.com/foundations/snowball-sampling (Accessed: 27 November 2023)

27
Pérez, A.; Del Bosque, I.R. Measuring CSR image: Three studies to develop and to validate a
reliable measurement tool. J. Bus. Ethic- 2013, 118, 265–286. (Accessed: 24 November 2023)

Pirsch, J.; Gupta, S.; Grau, S.L. A framework for understanding corporate social responsibility
programs as a continuum: An exploratory study. J. Bus. Ethics 2007, 70, 125–140. (Accessed: 24
November 2023)

Queirós, A., Faria, D. and Almeida, F. (2017) ‘Strengths and Limitations of Qualitative and
Quantitative Research Methods’, European Journal of Education Studies, 3(9), Researchgate
[Online]. Available at:
https://www.researchgate.net/publication/319852576_Strengths_and_Limitations_of_Qualitative
_and_Quantitative_Research_Methods (Accessed: 27 November 2023)

Quintane, E., Casselman, R. M., Reiche, B. S. and Nylund, P. A. (2011) ‘Innovation as a

Knowledge-Based Outcome’, Journal of Knowledge Management, 15(6), ResearchGate
[Online]. Available at:
https://www.researchgate.net/publication/220363488_Innovation_as_a_Knowledge-
Based_Outcome (Accessed: 15 December 2023).

Ramkissoon, H.; Mavondo, F. Proenvironmental behavior: The link between place attachment
and place satisfaction. Tour. Anal. 2014, 19, 673–688. (Accessed: 24 November 2023)

Ramkissoon, H.; Mavondo, F.T. Pro-environmental behavior: Critical link between satisfaction
and place attachment in Australia and Canada. (Accessed: 24 November 2023)

Ramkissoon, H.; Smith LD, G.; Weiler, B. Testing the dimensionality of place attachment and its
relationships with place satisfaction and pro-environmental behaviours: A structural equation
modelling approach. Tour. Manag. 2013, 36, 552–566. (Accessed: 24 November 2023)

Ramkissoon, H.; Uysal, M.S. The effects of perceived authenticity, information search
behaviour, motivation and destination imagery on cultural behavioural intentions of tourists.
Curr. Issues Tour. 2011, 14, 537–562. (Accessed: 27 November 2023)

Rutty, M.; Gössling, S.; Scott, D.; Michael Hall, C. The global effects and impacts of tourism. In
The Routledge Handbook of Tourism and Sustainability; Rutty, M., Gössling, S., Scott, D.,
Michael Hall, C., Eds.; Routledge: London, UK, 2015; pp. 36–62 (Accessed: 24 November
2023)

Schumpeter, J. A. (1934) The Theory of Economic Development. Harvard Economic Studies.

(Accessed: 15 December 2023).

28
Scott, D.; Gössling, S.; Hall, C.M.; Peeters, P. Can tourism be part of the decarbonized global
economy? The costs and risks of alternate carbon reduction policy pathways. J. Sustain. Tour.
2015, 24, 1–21. (Accessed: 24 November 2023)

Sharma, G. (2017) ‘Pros and cons of different sampling techniques’, International Journal of
Applied Research 2017, 3(7). Available at:
https://www.allresearchjournal.com/archives/2017/vol3issue7/PartK/3-7-69-542.pdf (Accessed:
27 November 2023)

Sharma, G. (2017) ‘Pros and cons of different sampling techniques’, International Journal of
Applied Research 2017, 3(7). Available at:
https://www.allresearchjournal.com/archives/2017/vol3issue7/PartK/3-7-69-542.pdf (Accessed:
15 December 2023).

Simkus, J. (2023) Cluster Sampling: Definition, Method And Examples. Available at:
https://www.simplypsychology.org/cluster-sampling.html#Limitations (Accessed: 27 November
2023)

Strand, R.; Freeman, R.E.; Hockerts, K. Corporate social responsibility and sustainability in
Scandinavia: An overview. J. Bus. Ethics 2015, 127, 1–15. (Accessed: 27 November 2023)

Supanti, D.; Butcher, K.; Fredline, L. Enhancing the employer-employee relationship through
corporate social responsibility (CSR) engagement. Int. J. Contemp. Hosp. Manag. 2015, 27,
1479–1498. (Accessed: 24 November 2023)

Taherdoost, H. (2016) ‘Sampling Methods in Research Methodology; How to Choose a

Sampling Technique for Research’, International Journal of Academic Research in
Management, HAL [Online}. Available at: https://hal.science/hal-02546796 (Accessed: 27
November 2023)

Thompson, B.S.; Friess, D.A. Stakeholder preferences for payments for ecosystem services
(PES) versus other environmental management approaches for mangrove forests. J. Environ.
Manag. 2019, 233, 636–648. (Accessed: 24 November 2023)

Torres, E.N.; Kline, S. From customer satisfaction to customer delight. Int. J. Contemp. Hosp.
Manag. 2013, 25, 642–659. (Accessed: 24 November 2023)

Torres, E.N.; Milman, A.; Park, S. Delighted or outraged? Uncovering key drivers of
exceedingly positive and negative theme park guest experiences. J. Hosp. Tour. Insights 2018, 1,
65–85. (Accessed: 27 November 2023)

29
Turker, D. Measuring corporate social responsibility: A scale development study. J. Bus. Ethics
2009, 85, 411–427. (Accessed: 24 November 2023)

Uduji, J.I.; Okolo-Obasi, E.N.; Asongu, S.A. Sustaining cultural tourism through higher female
participation in Nigeria: The role of corporate social responsibility in oil host communities. Int.
J. Tour. Res. 2020, 22, 120–143. (Accessed: 24 November 2023)

Unimkt (2023), What are the strengths of quantitative research? [Online]. Available at:
https://www.unimrkt.com/blog/what-are-the-strengths-of-quantitative-research.php (Accessed:
19 December 2023).

Van Doorn, J., Onrust, M., Verhoef, P.C. and Bügel, M.S., 2017. The impact of corporate social
responsibility on customer attitudes and retention—the moderating role of brand success
indicators. Marketing Letters, 28, pp.607-619. (Accessed: 11 December 2023).
Vietnam National Institute For Finance (2020) Vietnam tourism overcomes difficulties, finds
opportunities in challenges. Available at:
https://mof.gov.vn/webcenter/portal/vclvcstc/pages_r/l/chi-tiet-
tin?dDocName=MOFUCM186775 (Accessed: 15 December 2023).

Wong, I.A.; Gao, J.H. Exploring the direct and indirect effects of CSR on organizational
commitment. Int. J. Contemp. Hosp. Manag. 2014, 26, 500–525. (Accessed: 24 November 2023)

Zohuri, B., Moghaddam, M. J. and Mossavar-Rahmani, F. (2022) ‘Business Resilience System

Integrated Artificial Intelligence System’, ResearchGate [Online]. Available at:
https://www.researchgate.net/publication/358279313_Business_Resilience_System_Integrated_
Artificial_Intelligence_System (Accessed: 15 December 2023).

30