2014 Customer CSR Expectations in The Banking Industry

International Journal of Bank Marketing
Customer CSR expectations in the banking industry

Andrea Pérez Ignacio Rodríguez del Bosque
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Andrea Pérez Ignacio Rodríguez del Bosque , (2014),"Customer CSR expectations in the banking industry",
International Journal of Bank Marketing, Vol. 32 Iss 3 pp. 223 - 244
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Customer CSR
Customer CSR expectations expectations
in the banking industry
Andrea Pérez and Ignacio Rodrı́guez del Bosque
Department of Business Administration, University of Cantabria,
Santander, Spain
223
Received 2 September 2013
Abstract Revised 4 November 2013
8 November 2013
Purpose – The purpose of this paper is to examine customer corporate social responsibility (CSR) Accepted 8 November 2013
expectations in the crisis context of the Spanish banking industry. The paper also takes into
consideration the role that corporate governance structure plays in customer CSR expectations.
Design/methodology/approach – Analysing 648 customers of savings banks and 476 customers of

commercial banks, several univariate statistics and two cluster analyses are implemented.
Findings – The authors identify significantly consistent patterns in the CSR expectations of savings
banks and commercial banks customers. The customers of both types of banking companies have
similar high expectations concerning the CSR oriented to customers, shareholders and supervising
boards, employees, the community and legal and ethical CSR. Also customers of both types of banking
companies can be consistently classified as customer oriented, legally (customer)-oriented and CSR-
oriented customers depending on their CSR expectations.
Practical implications – These results have interesting implications for managers because it allows
them to develop optimal CSR based on their customers’ expectations. In this regard, it is observed that
the CSR expectations of savings banks and commercial banks customers are quite homogeneous in
such a way that the traditional differentiation in the CSR implemented by savings banks and
commercial banks may be no longer justified.
Originality/value – Previous scholars who have analysed customer CSR expectations have not
studied them in a crisis context. This paper contributes to literature by proposing new managerial
strategies for companies facing a product or corporate crisis. Scholars studying customer CSR
expectations in the banking industry have not considered the role of corporate governance structure
either. This paper provides detailed information about the CSR expectations of savings banks
customers and commercial banks customers.
Keywords CSR, Commercial banks, CSR expectations, Customers, Savings banks
Paper type Research paper
1. Introduction
In the current scenario of economic crisis, where capital and consumer markets have
experienced a loss of credibility towards companies’ effectiveness, managers in most
industries face the challenge of improving their companies’ images and regaining trust by
developing attractive organizational identities (Marı́n and Ruiz, 2007). For this purpose,
companies have recently focused on corporate social responsibility (CSR). CSR refers to the
company activities demonstrating the inclusion of social and environmental concerns in
business operations, and in interactions with stakeholders, also according to the ambition
levels of corporate sustainability. This concept was initially proposed in the academic
literature of the early 1950s (Carroll, 1999). Nonetheless, it is not until the close out of the
1990s that practitioners start using CSR as an essential part of their business language
and practice (Carroll, 1999). In the last decade, companies in most industries have devoted International Journal of Bank
large amounts of money and effort to develop types of CSR which are consistent with the Marketing
Vol. 32 No. 3, 2014
purpose of improving intangible attributes such as brand image, reputation and trust pp. 223-244
(McDonald and Rundle-Thiele, 2008). For example, as many as 90 per cent of the r Emerald Group Publishing Limited
0265-2323
companies of the Fortune 500 already implement CSR and more than 80 per cent of these DOI 10.1108/IJBM-09-2013-0095
IJBM companies address it on their web sites. This tendency has also extended to most
32,3 developed and many developing countries in the world (KPMG, 2011).
Nonetheless, the ability of CSR to improve corporate images, reputations and trust
depends on the congruence between the CSR implemented by companies and the
expectations that stakeholders have regarding the types of CSR that companies should
engage in (CSR expectations) (Dawkins and Lewis, 2003; McDonald and Lai, 2011). In this
224 regard, scholars have demonstrated that it is important that companies spend the
resources allocated to CSR in ways that yield optimum benefits to society as well
as to their stakeholders such as customers, employees, investors, supply chain associates,
strategic alliances, communities, as well as governments (Poolthong and Mandhachitara,
2009). When engaging in CSR that is congruent with stakeholder CSR expectations,
companies tend to increase their potential to gain positive attitudes among corporate
stakeholders (Vassilikopoulou et al., 2005). On the contrary, failure to understand what
stakeholders mean by CSR can lead to ineffective corporate practices (Auger et al., 2007).
Even though scholars and practitioners have engaged in much discussion concerning
the social responsibilities in companies, there has been only sparse research conducted on
stakeholder CSR expectations and prior studies do not provide enough empirical evidence
on how sensitive stakeholders are to a range of different types of CSR (Maignan,
2001; Mohr et al., 2001; Dawkins and Lewis, 2003; Vassilikopoulou et al., 2005; Pomering
and Dolnicar, 2006; Auger et al., 2007; Marı́n and Ruiz, 2007; Podnar and Golob, 2007;
Rugimbana et al., 2008; McDonald and Rundle-Thiele, 2008; Poolthong and Mandhachitara,
2009; Ramasamy and Yeung, 2009; McDonald and Lai, 2011). Furthermore, none of the
scarce approaches to the understanding of stakeholder CSR expectations have analysed
them in a crisis context, even though scholars have recognized that CSR expectations are
especially relevant for companies in those periods (Poolthong and Mandhachitara, 2009).
For example, Poolthong and Mandhachitara (2009) consider that studies on stakeholder
CSR expectations are even more important when competition is intensified and crises occur
because companies could overcome these problems faster and more easily if they spent
their resources on the CSR that have the greater impact on customer behaviour. During
those crises, the managerial implications and suggestions derived from the previous
studies on stakeholder CSR expectations may not be applicable to companies because
stakeholder CSR expectations might have changed (Greening and Gray, 1994). In this
regard, Bennett and Kottasz (2012) consider that the attitudes of stakeholders concerning
banking companies after the 2007/2008 crisis may be expected to have changed
substantially considering the cataclysmic global recession that the crisis triggered.
The public’s evaluation of the calibre of the banking industry has declined, with both the
integrity and the competence of banking institutions being called into question. In this
context, both the anger at the corporate behaviour of banking companies and stakeholder
attributions of responsibility for the crisis (Bennett and Kottasz, 2012) may have increased
the demands and expectations of stakeholders.
It is also noticeable that none of the previous scholars analysing customer CSR
expectations in the banking industry have considered the role that the governance
structure of banking companies can have in determining customer CSR expectations.
In the banking systems of most industrialized countries, two types of companies with
different governance structures (savings banks and commercial banks) control more
than 95 per cent of the assets in the industry (Salas and Saurina, 2002). Savings banks
and commercial banks have different origins and, as it will be explained later in this
paper, their corporate governance structure has influenced their management of CSR
significantly (Pérez and Rodrı́guez del Bosque, 2012). These ideas allow the authors to
propose that the CSR expectations that customers have for savings banks and Customer CSR
commercial banks may be significantly different. expectations
Based on these ideas, the purpose of the authors in this paper is twofold: to
empirically analyse the CSR expectations of banking customers in a crisis context and
to evaluate how the governance structure of banking companies influences those
customer CSR expectations in the Spanish banking industry. Customers are selected
as subjects of the study because they are believed to be the largest stakeholder group 225
of companies (Ramasamy and Yeung, 2009). The banking industry is selected as the
research context of the study because it offers a perfect scenario to understand
customer CSR expectations in a crisis context (Bravo et al., 2012). Although Spanish
banking companies have distributed between 20 and 30 per cent of their net income in
CSR during the last 30 years, they have also been accused of being the main culprit in
the current Spanish economic recession (Rodrı́guez et al., 2013). Accordingly, the
banking industry represents a high-profile industry where corporate image is crucial

and knowing customer CSR expectations is essential.
2. Conceptual background
2.1 CSR in the banking industry
CSR in the banking industry can be defined by resorting to the stakeholder theory
initially developed by Freeman (1984) and Pérez et al. (2013). This author defines
stakeholders as those groups or individuals who can affect or are affected by the
achievement of the organization objectives or are those actors with a direct or indirect
interest in the company. Managers continually encounter demands and CSR pressures
that emerge from customers, employees, suppliers, community groups, governments and
stockholders (McWilliams and Siegel, 2001). This theory describes CSR as the collection
of initiatives that companies carry out in order to comply with its obligations towards
these groups (Maignan and Ferrell, 2004). In this regard, Clarkson (1995) considers that
companies manage relationships with stakeholders instead of managing broader social
concerns. Thus, according to this theory, stakeholders are the main target audiences of
CSR and thus they are the ones that companies need to please (Pérez et al., 2013).
Scholars frequently classify stakeholders as external and internal, voluntary and
involuntary or primary and secondary targets (Turker, 2009). For the purpose of this
research, the authors choose the classification provided by Pérez et al. (2013), which is
based on a review of CSR literature in the Spanish banking industry (Goirigolzarri,
2006; Soto, 2006; Sarro et al., 2007; Ruiz et al., 2009). These scholars identify five CSR
dimensions in the banking industry: CSR oriented to customers; CSR oriented to
shareholders and supervising boards; CSR oriented to employees; CSR oriented to the
society; and a general CSR dimension concerning legal and ethical issues, which
includes corporate responsibilities towards a broad array of stakeholders such as
governments and/or the media (Pérez et al., 2013). The CSR oriented to customers
basically includes the complete and honest communication of corporate products and
services and the management of customer complaints (Goirigolzarri, 2006; Sarro et al.,
2007). The CSR oriented to shareholders and supervising boards includes information
transparency and the search for corporate profitability (Sarro et al., 2007). The CSR
oriented to employees covers issues regarding job creation and employment
opportunities (Goirigolzarri, 2006; Sarro et al., 2007). The CSR oriented to the society
refers to issues such as charity, community development and environmental protection
(Sarro et al., 2007). Finally, the general dimension of CSR includes ethical and legal
corporate concerns (Maignan et al., 1999; Maignan, 2001) (Figure 1).
IJBM Shareholders and
Customers
32,3 supervising boards
226 CSR
Employees Society
Figure 1.
The CSR concept in
the banking industry General
2.2 Characteristics of the Spanish banking industry

The Spanish banking industry has experienced a significant transformation since 1970
because of the considerable changes that have taken place in global markets and which
have resulted in an intensively competitive market place (Maixé, 2010). Globalization,
deregulation, de-intermediation, financial innovation and the appearance of new
technologies that modify the traditional distribution channels of banking services have
caused the growing homogenization of companies and complicated their possibilities
to differentiate themselves from competitors based on their product and service
offerings to consumers (Pérez et al., 2013). Also, the international business climate of
the last decade has been marked by frequent financial scandals and questionable
accounting and management practices, which have led the Spanish banking industry
to one of the most severe economic and trust crisis in its history (Pérez and Rodrı́guez
del Bosque, 2012). The results of this situation are a loss of stakeholder confidence in
the financial system (and companies operating in it) and an increase in the social
conscience of regulators, shareholders, employees and customers, all of whom now
demand better tools for the evaluation of business practices (KPMG, 2011).
Thus, it is expected that the crisis has generated greater stakeholder expectations
concerning the social responsibilities of banking companies, which may also differ
from previous stakeholder perceptions and interests. This idea is supported by the
institutional/legitimacy theory (Patten, 1992) which considers that crises create a form
of institutional pressure which reflects societal ills, poses threats to organizational and
governmental legitimacy and generates institutional pressures from stakeholders
(Greening and Gray, 1994). Thus, the crisis has taken the banking industry to be highly
visible and political costs have significantly risen in this context. These circumstances
generate demands for corporate action and accountability that translate into new
forms of coercive pressure in exchange for continued legitimacy (Ghazali, 2007). In
summary, then, crises may indicate higher institutional pressures and clearly influence
stakeholders’ expectations. The change in stakeholder expectations imply that the
conclusions of previous studies on customer CSR expectations may not apply to a crisis
context and as so the analysis of the current Spanish banking industry may provide
further insight for managers who need to design more effective CSR to overcome the
recession. Along this line, Matute et al. (2011) determine that in a world where customer
confidence in the banking industry has been bruised over the last few years, Customer CSR
searching for solutions to rebuild trust and maintain customer loyalty is a critical expectations
task not only for banking managers, but also for strategic management and
marketing research.
For the purpose of this paper, the authors also take into consideration the governance
structure of companies in the banking industry as a determinant of customer CSR
expectations (Pérez and Rodrı́guez del Bosque, 2012). In this regard, three types of 227
banking companies (savings banks, commercial banks and cooperative banks) have
traditionally operated in the banking systems of most of the industrialized countries
in the world (Illueca et al., 2009). Savings banks and commercial banks accumulate over
95 per cent of the banking assets in these countries (Salas and Saurina, 2002) and as
so their study guarantees representativeness in relation to the Spanish banking industry
where this research is implemented (Matute et al., 2011). Cooperative banks are
discarded for the study because their market share is minor internationally and in Spain
(Bravo et al., 2012).
On the one hand, savings banks have stable market shares of around 50 per cent of
their respective national banking markets in term of total assets, credit and deposits
(Maixé, 2010). These companies began as mutual (non-profit making) organizations and
their corporate governance structure has traditionally made them especially focused on
providing local credit because their ownership is shared among representatives of local
stakeholder groups such as regional governments, depositors and employees (Salas and
Saurina, 2002). In addition, their social dividend is also a distinguishing historical
characteristic of savings banks (Gardener et al., 1997). In this regard, savings banks are
legally required to either retain or distribute a percentage of their profits in cultural and
social community programs. Thus, they have traditionally been more linked to CSR
and their local communities than commercial banks, which do not have any legal
obligation to invest in CSR (Salas and Saurina, 2002; Illueca et al., 2009). Based on these
characteristics, CSR has become a differential trait of savings banks, which has always
been integrated into their corporate mission and vision statements (Pérez and Rodrı́guez
del Bosque, 2012).
On the other hand, commercial banks have traditionally focused on industrial
banking and they adapt to an operational universality model. They have stockholders as
one of their most relevant group of stakeholders because their shares are in the hands of
individual and institutional investors (Garcı́a de los Salmones et al., 2009). Only recently
these companies have started to integrate CSR in their performance by connecting their
CSR with their corporate strategic management efforts (Pérez and Rodrı́guez del Bosque,
2012). Thus, their CSR orientation is not related to local communities as in the case of
savings banks. On the contrary, they usually invest in CSR mostly oriented to customers
and employees (Pérez and Rodrı́guez del Bosque, 2012).
The authors propose that customer CSR expectations are analysed in detail for
both savings banks and commercial banks because customers are well acquainted
with their differences and this fact might affect their CSR expectations (Pérez and
Rodrı́guez del Bosque, 2012). Nonetheless, the analysis of both types of banking
companies is another contribution of the paper because previous scholars studying
customer CSR expectations in the banking industry have not determined whether
differences exist in customer expectations when corporate governance structure is
considered (Maignan, 2001; Pomering and Dolnicar, 2006; Marı́n and Ruiz, 2007;
Rugimbana et al., 2008; McDonald and Rundle-Thiele, 2008; Poolthong and
Mandhachitara, 2009; McDonald and Lai, 2011).
IJBM 2.3 Customer CSR expectations in the crisis context of the Spanish banking industry
32,3 The adverse reactions of current markets to the banking industry are due in part to the
loss of confidence that customers manifest towards banking companies (Matute et al.,
2011). Problems like companies denying mortgages, high commissions on banking
transactions or the fall in interest rates associated with deposits have negatively
affected customer perceptions of these companies. In a business scenario where
228 structural changes have turned into increasing competition, regaining this confidence
in order to retain customers may be the best alternative to achieve higher profits
(Matute et al., 2011). Within this context, market research has basically focused on
analysing how different corporate rational and emotional associations existing in
customers’ minds allow companies to retain customers and avoid switching behaviours
(Garcı́a de los Salmones et al., 2009). However, customer CSR expectations have received
much less attention (Maignan, 2001; Pomering and Dolnicar, 2006; Marı́n and Ruiz,
2007; Rugimbana et al., 2008; McDonald and Rundle-Thiele, 2008; Poolthong and
Mandhachitara, 2009; McDonald and Lai, 2011).
Customer CSR expectations are defined as customer beliefs of what is to be
expected from companies regarding CSR (Podnar and Golob, 2007) and deal with the
importance that customers put on different types of CSR (Ramasamy and Yeung, 2009).
Scholars have also argued that customer CSR expectations are antecedents of customer
responses to corporate behaviour (Sen and Bhattacharya, 2001; Podnar and Golob,
2007). In this regard, CSR expectations are increasing and most stakeholders are
intolerant of those companies which fail to fulfil their obligations (Dawkins and
Lewis, 2003). When buying, customers take into account their perceptions of ethical
or unethical initiatives carried out by companies (Podnar and Golob, 2007).
Accordingly, customers expect companies to behave ethically and are prepared to
punish those companies when they see them falling below the standards expected
(Marı́n and Ruiz, 2007). Among the benefits that considering customer CSR
expectations have for companies, scholars include satisfaction, commitment and
willingness to pay (de Pelsmacker et al., 2005). Thus, the positive impact of CSR on
corporate effectiveness directly depends on their alignment with customer CSR
expectations (Dawkins and Lewis, 2003).
2.3.1 Customer CSR expectations in savings banks and commercial banks. In the
Spanish banking industry, different types of companies exist and as so different
customer CSR expectations may be anticipated. First, it is expected that customer
CSR expectations are higher among savings banks customers than commercial banks
customers (Rugimbana et al., 2008; Bravo et al., 2012; Pérez and Rodrı́guez del Bosque,
2012). In this regard, scholars have demonstrated that CSR is currently better
integrated in the corporate identity of savings banks, because of their social tradition,
while commercial banks are still progressively working on integrating the CSR
principles in their corporate personalities (Pérez and Rodrı́guez del Bosque, 2012).
Savings banks tend to be more socially oriented than commercial banks because their
origin is associated to the exercise of charitable and social works. Scholars have also
demonstrated that savings banks provide more information regarding transparency
issues than commercial banks (Bravo et al., 2012). In this regard, savings banks report
significantly more information regarding CSR than commercial banks and as so it is
expected that their customers will expect a larger CSR commitment on the part of
these banking companies (Bravo et al., 2012). On the contrary, the classical view of CSR
(in which commercial banks make little or no provision to look beyond a narrow
view of profit maximization) is the dominant view of CSR among commercial banks
customers (Rugimbana et al., 2008) who do not expect their banking providers Customer CSR
to be that highly committed to CSR. Based on these ideas, the first research hypothesis expectations
is proposed:
H1. Savings banks customers have higher CSR expectations than commercial
banks customers.
229
It is also expected that some types of CSR are more important for customers than
others, especially depending on which type of banking company customers are
evaluating (Pérez and Rodrı́guez del Bosque, 2012). For example, it has been
demonstrated that, when defining their corporate identities, savings banks pay great
attention to the CSR oriented to the community and that such commitment is higher
than among commercial banks (Pérez and Rodrı́guez del Bosque, 2012). Pérez and
Rodrı́guez del Bosque (2012) identify several savings banks where community issues
represent up to the 60 per cent of their corporate values whereas they represent a minor
role in banks’ identities. In this context, the communitarian ideology of savings banks
makes it unlikely that customers perceive the pursuit of one’s self-interest as an
appropriate overriding goal for any social agent, including banking companies. On the
contrary, savings banks customers may sense that companies should use their
economic resources to foster the well-being of local communities instead of specific
groups of stakeholders such as customers, employees or investors. Based on these
results, two new research hypotheses are proposed:
H2. Savings banks customers allocate more importance to the CSR oriented to the
community than to the CSR oriented to other stakeholders.
H3. Savings banks customers allocate more importance to the CSR oriented to the
community than commercial banks customers.
On the contrary, in Spain commercial banks have a clearer customer orientation than
savings banks (Pérez and Rodrı́guez del Bosque, 2012). In this regard, Pérez and
Rodrı́guez del Bosque (2012) demonstrate that the corporate personality of these
commercial banks is notably influenced by their attention to customer concerns, as
reflected in their mission and vision statements, corporate values and CSR. The
commercial banks in their study always referred to the satisfaction of their customers’
financial needs as the primary goal of their corporations. On the contrary, savings
banks used to refer to the sustainable growth of the community, the coverage of social
needs or the generation of value for the society more frequently. The authors believe
that this fact might also influence customer CSR expectations. Pomering and Dolnicar
(2009) analyse commercial banks customers and demonstrate that they are especially
interested in all the information related to the core banking products such as accounts,
interest rates, fees and charges. However, only 19 per cent of customers in their
sample state that they are interested in their bank’s sponsorship of local community
initiatives and only 13 per cent are interested in information about equal employment
opportunities. These results align with the ideas presented by McDonald and Lai (2011)
who consider that customer-centric initiatives more powerfully impact the attitudes
and behaviour of commercial banking customers than environmental or philanthropic
initiatives. The empirical results of Pomering and Dolnicar (2006) also support the idea
that customers in diverse countries consider their needs are paramount compared to
IJBM employees, the community or investors. Based on these ideas, the following two
32,3 research hypotheses are proposed:
H4. Commercial banks customers allocate more importance to the CSR oriented to
customers than to the CSR oriented to other stakeholders.
230 H5. Commercial banks customers allocate more importance to the CSR oriented to
customers than savings banks customers.
Finally, the authors expect that no significant differences exist between savings banks
and commercial banks customers regarding their CSR expectations related to other
stakeholders that are not the community and customers. To test this proposal, the
authors base on the findings of Bravo et al.’s (2012) study. These scholars explain how
the low reporting of banking companies (both savings banks and commercial banks)
on CSR oriented to stakeholders such as employees and suppliers is explained by the
low external visibility of this CSR along with their reduced potential to create
a positive image towards external audiences. Thus, if the CSR that is not oriented
towards the community or customers is scarcely visible in customer markets and it is
lowly communicated by banking companies, thus it may be expected that customers
have lower CSR expectations concerning this CSR. According to these ideas, the
following research hypothesis is proposed:
H6. There are no significant differences in the importance that savings banks and
commercial banks customers allocate to the CSR that is not related to the
community and customers.
2.3.2 Clustering customers based on their CSR expectations. The last research
hypothesis in this paper is oriented to determine whether different types of customers can
be identified in a crisis context based on their CSR expectations. For the proposal of this
hypothesis, the authors base their reasoning on previous scholars clustering customers
according to their CSR expectations (Auger et al., 2007; Rugimbana et al., 2008). Based on
their findings, the authors expect that customers with different expectations concerning
CSR can also be identified in the context of the Spanish banking industry. Specifically, the
authors expect that at least two types of banking service customers (low vs high
expectations) exist in Spain. In this regard, although scholars have demonstrated that
customers are increasingly concerned with CSR (Vassilikopoulou et al., 2005), Auger
et al. (2007) argue that markets are made up of customers with heterogeneous CSR
expectations. Along this line, Rugimbana et al. (2008) find that banking customers show
support for the two main opposing views of CSR which represent the stakeholder and the
classical perspectives. One first group of customers identifies with the stakeholder
approach, defending the necessity of banking companies for balancing the pressures of
surviving in a competitive market place with their CSR obligations. Carrigan and Attalla
(2001) consider that some customers are quite ethical and seek out CSR-friendly products
while boycotting those companies perceived as being unethical. On the contrary, a second
group of customers identifies with the classical position and gives little thought to CSR in
their decision making, even if fully informed of ethical and unethical market behaviour
(Petty and Cacioppo, 1986; Carrigan and Attalla, 2001; Fiske and Taylor, 2008).
For example, Roberts (1996) demonstrates that almost 40 per cent of customers do not
usually report any type of CSR concern.
Nonetheless, in some papers more than these two groups of customers are identified Customer CSR
based on their CSR expectations. For example, Auger et al. (2007) implement a cluster expectations
analysis to identify up to six customer groups that show clearly different CSR
expectations. As an example of the complex nature of each group, the authors identify
a first group of customers that clearly favours worker and labour rights, being also
willing to abandon environmental and customer protection issues for those rights.
Other customer groups unambiguously favour environmental issues (as well as customer 231
protection issues) and are more willing to abandon other issues as a consequence.
The inconclusive results of previous scholars take the authors of this paper
to be especially cautious in the proposal of their last research hypothesis. In this
regard, the authors expect to identify different customer groups depending on their
CSR expectations, although the number and characteristics of the groups is left to be
empirically identified after running the statistical analysis. According to these ideas,
the last research hypothesis of the paper is proposed:
H7. At least two different types of savings banks and commercial banks customers
can be identified depending on their CSR expectations.
3. Research design
3.1 Sample
A study based on personal surveys of banking services customers in Spain was
conducted. The interviews were undertaken in Cantabria (north Spanish state) along
one month in spring 2010 (three years after the beginning of the economic recession).
Respondents to the survey were recruited at their homes by trained interviewers
and using a non-probabilistic sampling procedure. With the purpose of guaranteeing
an accurate representation of the data, a multi-stage sampling by quotas was designed
based on customer gender and age. After the collection and processing of the
information, a total of 1,124 valid surveys remained (response rate ¼ 93.67 per cent).
The sample was 48.52 per cent male and 51.48 per cent female, which was comparable
to the representative population of the country (Instituto Nacional de Estadı́stica,
data up to 1 January 2009) with 49.03 per cent female and 50.97 per cent male.
Regarding age, customers in the sample were 46.62 per cent under 44 (50.14 per cent in
the national population), 31.70 per cent between 45 and 64 (29.68 per cent in the
national population) and 21.69 per cent over 64 (20.19 per cent in the national
population). Finally, 648 customers evaluated their CSR expectations regarding the
CSR responsibilities of savings banks while 476 customers evaluated their CSR
expectations regarding the CSR responsibilities of commercial banks.
3.2 Measurement scale

Customers were asked to indicate their levels of expectations of different CSR to be
engaged by their main banking services provider. The question asked was “What are
your expectations for your bank’s engagement in the following CSR?”. A high score
indicated strong expectations that the bank should engage in a particular type of CSR
initiative (1 ¼ very low expectation; 7 ¼ very high expectation). For the purpose of this
research, the authors adapted the reflective stakeholder-based scale proposed by Pérez
et al. (2013). In this regard, scholars consider that the concept of stakeholders is central
to the CSR practice (McDonald and Lai, 2011) at the same time that the stakeholder
theory has been demonstrated to perfectly fit the Spanish banking industry approach
to CSR (Pérez and Rodrı́guez del Bosque, 2012). Twenty-two items were included in the
IJBM scale and gathered in five dimensions: customers (items 1-5), shareholders and
32,3 supervising boards (items 6-8), employees (items 9-13), community (items 14-19) and a
general dimension concerning legal and ethical issues which included corporate
responsibilities towards a broad array of stakeholders (items 20-22). The whole
measurement scale is presented in Appendix.
232 3.3 Scale validation

Before proceeding to test the research hypotheses of the paper, the authors tested the
reliability and validity of the measurement scale in the two subsamples of savings
banks and commercial banks customers. For this purpose, two first- and two second-
order confirmatory factor analyses (CFA) were performed according to the maximum
robust likelihood estimation procedure. Regarding the first-order CFAs (Table I), first
the reliability of the proposed measurement scale was evaluated using the Cronbach’s a
and the average variance extracted (AVE). The values of these statistical parameters
were above or near the minimum recommended values of 0.7 and 0.5 in both samples,
thus confirming the internal reliability of the CSR expectations construct. All the items
were significant to a confidence level of 95 per cent and the factor loading coefficients
(standardized ls) were greater than 0.5, which confirmed the convergent validity of
the model. To verify the discriminant validity of the scale, it was observed that none
of the correlation intervals between variables contains the unit, thus confirming that the
proposed measurement scale was correct. Finally, the goodness-of-fit of the analysis was
measured with the w2 statistic (Satorra-Bentler) and the comparative fit indexes – NFI,
NNFI, CFI and IFI – as they are the most common measures in CFA and SEM.
Although the w2 was significant in both samples ( po0.05), this result could have been
a consequence of the large size of the samples – over 200 cases. To solve this problem, the
analysis was completed with the comparative fit indexes, which were in all cases close to
or above 0.9, thus confirming the good fit of the model to the data collected. Finally,
the many dimensions of the CSR expectations were tested with a second-order CFA.
Once again, the values of the w2 were significant (w2SB ¼ 437.18, p ¼ 0.00; w2CB ¼ 446.36,
p ¼ 0.00) but the comparative fit indexes confirmed the validity of the proposed scale
(NFI, NNFI, CFI and IFI ranged from 0.91 to 0.95 in both samples).
3.4 Method to test the research hypotheses

To test the H1-H6, several univariate statistics were calculated which allowed the
authors to determine the CSR expectations of both savings banks and commercial
banks customers. Also several t-statistics were calculated to analyse if significant
differences existed among customers concerning their CSR expectations. To test the
H7a and H7b, two K-means cluster analyses, two ANOVAs and several t-statistics
were performed to determine if it was possible to identify different customer groups
depending on their CSR expectations (Vassilikopoulou et al., 2005).
4. Findings
4.1 Univariate statistics
First, the results of a comparison of means (t-statistic) between the general CSR
expectations of savings banks and commercial banks customers demonstrated that
a significant difference existed in the level of CSR expectations of both types
of customers (t ¼ 2.14, po0.05). Specifically, savings banks customers had
significantly greater CSR expectations (MeanSB ¼ 5.78) than commercial banks
customers (MeanCB ¼ 5.68). Thus, the H1 is supported.
Factor loadings R2 Cronbach’s a AVE

Measured
Latent variables variables SB CB SB CB SB CB SB CB Goodness of fit
Customers CSR1 0.73 0.60 0.53 0.37 0.85 0.80 0.54 0.45 Savings banks:
CSR2 0.78 0.69 0.61 0.48 S-Bw2 ¼ 475.44
CSR3 0.77 0.60 0.59 0.36 ( p ¼ 0.00)
CSR4 0.67 0.67 0.45 0.45 NFI ¼ 0.90
CSR5 0.72 0.77 0.52 0.59 NNFI ¼ 0.93
Shareholders and CFI ¼ 0.94
supervising boards CSR6 0.59 0.58 0.34 0.34 0.76 0.74 0.53 0.49 IFI ¼ 0.94
CSR7 0.85 0.81 0.72 0.66 Commercial banks:
CSR8 0.71 0.69 0.51 0.48 S-Bw2 ¼ 473.01
Employees CSR9 0.86 0.86 0.75 0.73 0.93 0.92 0.74 0.71 ( p ¼ 0.00)
CSR10 0.90 0.91 0.81 0.83 NFI ¼ 0.86
CSR11 0.86 0.86 0.74 0.73 NNFI ¼ 0.90
CSR12 0.87 0.82 0.75 0.67 CFI ¼ 0.92
CSR13 0.80 0.76 0.63 0.58 IFI ¼ 0.92
Community CSR14 0.82 0.77 0.67 0.60 0.92 0.91 0.64 0.62
CSR15 0.85 0.77 0.72 0.60
CSR16 0.80 0.75 0.64 0.56
CSR17 0.81 0.86 0.66 0.74
CSR18 0.83 0.82 0.68 0.68
CSR19 0.69 0.75 0.48 0.57
General CSR20 0.76 0.73 0.58 0.53 0.81 0.79 0.58 0.56
CSR21 0.79 0.73 0.62 0.54
CSR22 0.73 0.78 0.54 0.61
Notes: SB, savings banks; CB, commercial banks. Discriminant validity: the correlation between pairs of latent factors ranges from 0.42 to 0.76 in both
samples. The intervals for the correlation between pairs of latent factors range from 0.32 to 0.84 in both samples
expectations
the CSR expectations

construct
Customer CSR
First-order CFAs of
233
Table I.
IJBM When analysing the dimensions of the CSR expectations of savings banks customers
32,3 (Table II), it was observed that these customers were especially concerned about legal
and ethical issues (the general dimension of the CSR expectations) (MeanSB ¼ 6.17)
as well as customer worries (MeanSB ¼ 6.15). The results of several comparisons of
means (t-statistics) demonstrated that both dimensions were equally important for
customers in the sample (t ¼ 0.77, p40.1) while they were significantly more
234 important than CSR towards employees (Mean SB ¼ 5.91), the community
(Mean SB ¼ 5.74) and shareholders and supervising boards (MeanSB ¼ 5.70)
(6.71o|t|o12.35, po0.01). Because it was expected that savings banks customers
would allocate more importance to CSR oriented to the community than to other
stakeholders, the H2 is not supported.
This analysis was also implemented in the commercial banks sample. In this regard,
commercial banks customers also allocated the greatest importance to customer
worries (MeanCB ¼ 6.13) and legal affairs (MeanCB ¼ 6.11) (Table III). Both dimensions
were significantly more relevant for customers than CSR focused on employees
(MeanCB ¼ 5.77), shareholders and supervising boards (MeanCB ¼ 5.64) and the
community (MeanCB ¼ 5.44). Nonetheless, no significant differences were observed
between the expectations concerning customer and legal issues (t ¼ 0.49, p40.1).
Thus, the H4, which proposed that commercial banks customers would allocate more
importance to the CSR oriented to customers than to any other stakeholder, is only
accepted partially.
Finally, Table IV shows how the CSR expectations of savings banks and commercial
banks customers differed when the dimensions of the CSR expectations construct were
analysed independently. New t-statistics were calculated to analyse the differences
between both types of customers. The results demonstrated that no significant
t-statistics
Shareholders and
CSR expectations Mean SD supervising boards Employees Community General
Customers 6.15 0.87 11.85*** 5.60*** 9.94*** 0.77

Shareholdersa 5.70 1.04 – 4.79*** 0.95 12.35***
Employees 5.91 1.20 – 3.80*** 6.71***
Community 5.74 1.11 – 12.20***
Table II. General 6.17 0.94 –
CSR expectations among
savings banks customers Notes: aSupervising boards. ***Significance at the 99 per cent level of confidence
t-statistics
Shareholders and
CSR expectations Mean SD supervising boards Employees Community General
Customers 6.13 0.80 10.97*** 7.74*** 13.62*** 0.49

Shareholdersa 5.64 1.07 – 2.68*** 3.60*** 9.25***
Employees 5.77 1.18 – 6.20*** 7.23***
Table III. Community 5.44 1.19 – 14.83***
CSR expectations General 6.11 0.95 –
among commercial
banks customers Notes: aSupervising boards. ***Significance at the 99 per cent level of confidence
differences existed in the expectations that savings banks and commercial banks Customer CSR
customers had concerning the responsibilities of their banking providers towards expectations
customers (t ¼ 0.30, p40.1), shareholders and supervising boards (t ¼ 0.84, p40.1)
and in the general dimension of legal and ethical concerns (t ¼ 1.03, p40.1).
Nonetheless, significant differences existed for the dimensions of employees (t ¼ 1.90,
po0.05) and the community (t ¼ 4.30, po0.01). Based on these results, the H3, which
predicted that savings banks customers would allocate more importance to the 235
CSR oriented to the community than to the CSR oriented to other stakeholders, is
accepted. On the contrary, the H5, which considered that commercial banks customers
would allocate more importance to the CSR oriented to customers than savings banks
customers, is not supported. Finally, the H6 is only supported partially because,
contrary to the expectations of the authors, a significant difference existed concerning
the CSR expectations of savings banks and commercial banks customers in the
“employees” dimension.
4.2 Cluster analyses

The two K-means cluster analyses performed in the savings banks and commercial
banks samples generated the same number of clusters (three) as the most suitable
solution to classify customers based on their CSR expectations. Based on these
findings, the H7a and H7b, which predicted that different types of savings banks and
commercial banks customers could be identified based on their CSR expectations, are
accepted. Also, two ANOVAs were implemented to demonstrate that significant
differences existed among the three clusters concerning their CSR expectations
in all the dimensions analysed in this paper. Both ANOVAs demonstrated that the
differences among the three groups of customers were significant to a 99 per cent
confidence level ( po0.01). To understand the differences among groups better,
Tables V and VI show the results of several t-statistics implemented to analyse the way
that the three groups of customers expected their banking companies to behave in the
CSR realm. In this regard, it is noticeable that the characteristics of the three groups of
customers were pretty similar in the both samples of the study, demonstrating that the
CSR expectations of savings banks and commercial banks customers were quite
homogeneous. A description of the CSR expectations and demographic characteristics
of each of the three groups of customers is included next.
4.2.1 Customer-oriented customers. The first group of customers included
those customers who gave the lowest importance to all the dimensions of the
CSR expectations construct. Nonetheless, significant differences existed in their CSR
expectations of customer-centric initiatives and the rest of dimension of the
CSR expectations construct. In both samples, customers had the greatest expectations
CSR expectations Mean SB Mean CB t-statistics
Customers 6.15 6.13 0.30

Shareholdersa 5.70 5.64 0.84
Employees 5.91 5.77 1.90*
Community 5.74 5.44 4.30*** Table IV.
General 6.17 6.11 1.03 Differences in the CSR
expectations of savings
Notes: SB, savings banks; CB, commercial banks. aSupervising boards. *,***Significance at the banks and commercial
90 per cent and 99 per cent level of confidence, respectively banks customers
IJBM t-statisticsa
32,3 Shareholders and
Customer categories Mean SD supervising boards Employees Community General
Customer-oriented
Customers 4.60 1.26 3.39*** 3.63*** 2.85*** 1.57*
236 Shareholdersb 3.88 0.95 – 1.87* 0.14 1.81*
Employees 3.42 1.42 – 1.73* 3.05***
Community 3.85 1.17 – 2.21**
General 4.28 1.15 –
Legally(customer)-oriented
Customers 5.81 0.76 8.97*** 0.13 6.01*** 4.08***
Shareholders 5.29 0.84 – 8.11*** 3.24*** 12.18***
Employees 5.43 0.91 – 5.63*** 3.75***
Community 5.20 0.57 – 9.59***

General 5.79 0.36 –
CSR-oriented
Customers 6.64 0.40 7.66*** 5.05*** 8.11*** 0.22
Shareholders 6.28 0.68 – 1.86* 1.08 7.13***
Employees 6.64 0.50 – 2.74*** 5.02***
Community 6.44 0.88 – 8.83***
General 6.75 0.72 –
Table V. Notes: aResults of the ANOVA analyses for the dimensions of the CSR expectations (customers,
K-means cluster analysis shareholders and supervising boards, employees, community and general): 265.04oFo441.07; po0.01;
b
with the savings banks supervising boards. Results of the post hoc statistics: po0.01 for all the comparisons among the three
customers clusters. *,**,***Significance at the 90, 95 and 99 per cent level of confidence, respectively
concerning the CSR oriented to customers (MeanSB ¼ 4.60; MeanCB ¼ 5.10), followed by
general CSR (MeanSB ¼ 4.28; MeanCB ¼ 4.66) and CSR oriented to shareholders and
supervising boards (MeanSB ¼ 3.88; MeanCB ¼ 4.33), the community (MeanSB ¼ 3.85;
Mean CB ¼ 3.78) and employees (MeanSB ¼ 3.42; MeanCB ¼ 3.73), which were
significantly lower (1.57o|tSB|o3.63, 0.01o po0.1; 1.67o|tCB|o7.04, 0.05o po0.1).
This group was the smallest in both the savings banks and commercial banks samples.
Customer-oriented customers represented the 7.56 per cent of savings banks customers and
the 13.87 per cent of commercial banks customers. They were mostly women (SB ¼ 53.1
per cent; CB ¼ 60.6 per cent), young (under 44) (SB ¼ 51 per cent; CB ¼ 48.5 per cent) and
educated customers (with college degrees) (SB ¼ 73.5 per cent; CB ¼ 57.6 per cent).
4.2.2 Legally (customer)-oriented customers. A second group of customers was
composed of banking customers who equally appreciated the corporate compliance of
legal and ethical responsibilities and customer-centric CSR over other types of CSR
carried out by banking companies. In this regard, customers had the greatest expectations
concerning the legal and ethical CSR undertaken by banking companies (MeanSB ¼ 5.79;
MeanCB ¼ 5.97) and the customer-oriented CSR (MeanSB ¼ 5.81; MeanCB ¼ 5.95). CSR
oriented to employees (MeanSB ¼ 5.43; MeanCB ¼ 5.55), shareholders and supervising
boards (MeanSB ¼ 5.29; MeanCB ¼ 5.26) and the community (MeanSB ¼ 5.20;
MeanCB ¼ 5.03) were significantly less important for legally (customer)-oriented
customers (3.24o|tSB|o12.18, po0.01; 1.89o|tCB|o8.71, 0.01o po0.1). This category
represented the 40.59 per cent of savings banks customers and the 37.67 per cent of
commercial banks customers. Legally (customer)-oriented customers were mostly
men (SB ¼ 53.2 per cent; CB ¼ 54.7 per cent), young (under 44) (SB ¼ 49.1 per cent;
t-statisticsa
Customer CSR
Shareholders and expectations
Customer categories Mean SD supervising boards Employees Community General
Customer-oriented
Customers 5.10 1.10 4.08*** 7.04*** 6.59*** 2.60**
Shareholdersb 4.33 1.21 – 3.22*** 2.74*** –1.67* 237
Employees 3.73 1.17 – –0.25 –4.21***
Community 3.78 1.14 – –5.76***
General 4.66 1.06 –
Legally(customer)-oriented
Customers 5.95 0.62 6.26*** 1.12 6.92*** –1.89*
Shareholders 5.26 0.85 – –4.27*** 1.22 –6.95***
Employees 5.55 0.72 – 5.69*** –2.94***
Community 5.03 0.86 – –8.71***

General 5.97 0.75 –
CSR-oriented
Customers 6.57 0.42 9.08*** 5.63*** 11.11*** –0.29
Shareholders 6.31 0.58 – –3.77*** 2.32** –7.54***
Employees 6.52 0.52 – 5.52*** –5.57***
Community 6.24 0.64 – –11.44***
General 6.64 0.49 –
Notes: aResults of the ANOVA analyses for the dimensions of the CSR expectations (customers, Table VI.
shareholders and supervising boards, employees, community and general): 149.42oFo402.06; K-means cluster analysis
po0.01; bsupervising boards. Results of the post hoc statistics: po0.01 for all the comparisons among with the commercial
the three clusters. *,**,***Significance at the 90, 95 and 99 per cent level of confidence, respectively banks customers
CB ¼ 50.3 per cent) and not highly educated customers (qualifications below college
degree) (SB ¼ 67.7 per cent; CB ¼ 57 per cent).
4.2.3 CSR-oriented customers. The third group of customers gathered those
customers who gave the greatest importance to all the dimensions of the CSR
expectations construct. Again, these customers had the greatest expectations
concerning the legal and ethical initiatives of banking companies (MeanSB ¼ 6.75;
MeanCB ¼ 6.64) while the rest of dimensions of the CSR expectations construct were
significantly less important for this group. Nonetheless, their expectations concerning
the CSR oriented to customers (MeanSB ¼ 6.64; Mean CB ¼ 6.57), employees
(MeanSB ¼ 6.64; MeanCB ¼ 6.52), the community (MeanSB ¼ 6.44; MeanCB ¼ 6.24) and
shareholders and supervising boards (MeanSB ¼ 6.28; MeanCB ¼ 6.31) were still greater
than in the other two customer categories identified in this study. CSR-oriented
customers represented the largest group in both the savings banks and commercial
banks samples. They represented the 51.85 per cent of savings banks customers
and the 48.53 per cent of commercial banks customers. CSR-oriented customers
were mostly women (SB ¼ 59.2 per cent; CB ¼ 54.1 per cent), young (under 44)
(SB ¼ 44.1 per cent; CB ¼ 42.8 per cent) and not highly educated customers
(qualifications below college degree) (SB ¼ 66.7 per cent; CB ¼ 62.8 per cent).
5. Discussion
These results confirm the idea that customers in the banking industry are quite
customer centric (Pomering and Dolnicar, 2006; McDonald and Rundle-Thiele, 2008;
McDonald and Lai, 2011) in the sense that they consider a company’s customer
IJBM responsibilities to be paramount compared to employees, the community or
32,3 shareholders and supervising boards. Previous findings on customer expectations of
the CSR oriented to the community are also confirmed. In this regard, and although
community issues are central when the CSR construct is discussed, scholars have
demonstrated that general CSR such as charity, cultural and social contributions, or
respecting and protecting the natural environment are not especially appreciated by
238 customers, who demand other types of initiatives to label a socially responsible
company (Pomering and Dolnicar, 2006; McDonald and Lai, 2011). Finally, the results
concerning customer legal and ethical expectations have not been reported by previous
researchers. Thus, the high customer expectations in this regard might be directly
attributed to the crisis context in which this study was developed. As it was presented
in the literature section, the international business climate of the last decade has been
marked by frequent financial scandals in the Spanish banking industry, which have led
to the loss of customer confidence in banking companies and an increase in their

demands for companies to implement ethical practices (KPMG, 2011).
Also these customer general CSR expectations are pretty similar between savings banks
and commercial banks customers. In this regard, the hierarchy of expectations is quite
similar in both samples, in such a way that customers expect exactly the same initiatives to
be implemented by both savings banks and commercial banks. This result is justified by
the financial deregulation that took place in Spain in the late 1970s, which finished with the
traditional geographic and functional segmentation of both types of companies and made
it possible for savings banks to compete on equal terms with big commercial banks (Maixé,
2010; Pérez and Rodrı́guez del Bosque, 2012). As a consequence of the deregulation, the
competitive strategies of savings banks and commercial banks have aligned and so have
done customer CSR expectations. Nonetheless, general CSR expectations are higher among
savings banks customers. Also the pressures put on the obligations towards employees
and the community are higher among savings banks customers. These results are justified
by the long CSR tradition of savings banks in Spain and internationally. As it was
theoretically discussed in the literature review of the paper, CSR has been traditionally
better integrated in the corporate identity of savings banks because their origins are
associated to the exercise of charitable and social works (Pérez and Rodrı́guez del Bosque,
2012). Savings banks have also reported more CSR information in the past and these
circumstances may have increased customer CSR expectations (Bravo et al., 2012).
Finally, and in spite of the generally high CSR expectations of banking services
customers, the results of the paper allow the authors to classify customers based on their
preferences. In this regard, it is observed that customers can be categorized as either
customer-, legally (customer)- or CSR-oriented customers. This categorization is
consistent for savings banks and commercial banks customers, a fact that gives
robustness to the findings of the paper. The results of the cluster analyses confirm the
ideas of McDonald and Rundle-Thiele (2008) and McDonald and Lai (2011) who consider
that a significant share of customers is customer centric. Nonetheless, the results also
confirm that CSR-oriented customers represent the largest group of customers in the
banking industry (Mohr et al., 2001; Vassilikopoulou et al., 2005; Pomering and Dolnicar,
2006), a fact that can be justified based on two ideas. First, because of modern legislation,
which has played a part in raising customer expectations of corporate behaviour and has
also helped customers “to move from the ‘caveat’ emptor’ position of the 1960s to a more
socially responsible era” today (Carrigan and Attalla, 2001, p. 562). Second, because of
customer sophistication, which has taken customers to be better informed, more educated
and aware of customer rights and CSR concerns (Carrigan and Attalla, 2001).
6. Conclusions Customer CSR
The contributions of this paper to the academic literature on customer CSR expectations
expectations are threefold. First, the authors report information about customer
CSR expectations in a crisis context. Previous papers on the topic (Mohr et al., 2001;
Dawkins and Lewis, 2003; Vassilikopoulou et al., 2005; Auger et al., 2007; Podnar and
Golob, 2007; Ramasamy and Yeung, 2009) had not analysed CSR expectations in
recession periods and as so their managerial implications might not fit the necessities 239
of companies facing a crisis. Specifically, the findings of this paper confirm that
during recession periods customers are quite customer centric and that they prefer
those companies which are efficient, reliable, courteous, show positive attitudes and
behaviour to customers and respond well to customer concerns. It is also important
that at the face of an economic or trust crisis companies take special care of complying
with the normative, ethical and moral premises generally accepted in the communities
where they operate. Legal and ethical compliance is especially relevant during
recession periods because customers have lost confidence in the morality of companies
and they have the tendency to more closely scrutinize those business areas which have
failed and led companies to the crisis.
Second, the analyses are implemented in two samples of banking customers (savings
banks and commercial banks customers) and as so the results of the paper are highly
robust and allow scholars and practitioners to understand CSR expectations more deeply.
Previous papers analysing CSR expectations in the banking industry (Maignan, 2001;
Pomering and Dolnicar, 2006; Marı́n and Ruiz, 2007; Rugimbana et al., 2008; McDonald
and Rundle-Thiele, 2008; Poolthong and Mandhachitara, 2009; McDonald and Lai, 2011)
had not taken into account that different types of companies exist in the industry and as so
their results may lack validity for companies. The results of the paper demonstrate that,
although customer preferences are similar in both samples, CSR expectations are higher
among savings banks customers and that additional pressure is put on these companies to
comply with employees and community issues. The results are justified by resorting to the
longer CSR tradition of savings banks when compared to commercial banks.
Third, the cluster analyses implemented in the research report a more detailed
classification of customers than previous papers. In this regard, scholars have mostly
considered that customers can be classified in two general customer groups based on
their CSR expectations: generally low and high CSR expectations (Rugimbana et al.,
2008). However, the results of this paper demonstrate that customer expectations are
quite complex and three groups of customers can be identified based on their CSR
expectations. This finding extends previous results reported by McDonald and Lai
(2011), who already demonstrated that customers can be classified depending on their
customer centric or CSR orientation. Still, the results in this paper demonstrate that the
greatest number of customers have very high CSR expectations, and as so the potential
for this group to influence the demand for CSR among other less CSR-sensitive
customers is high (Pomering and Dolnicar, 2009).
7. Managerial implications
The findings reported in this paper have significant implications for the management of
CSR in the banking industry. For savings banks, the results concerning the CSR
expectations of their customers counter the current business strategy of this type of
banking companies, which are progressively abandoning some of their CSR aspirations in
order to be more profitable (Bravo et al., 2012). In this regard, it is observed that, despite
the social origin of savings banks and the economic-driven orientation of banks, the gap
IJBM in the CSR behaviour of these banking companies is becoming less visible (Bravo et al.,
32,3 2012). Indeed, while during the last years commercial banks have been more interested in
informing about their CSR, savings banks have been forced to modify their management
systems in order to refinance their capitals and solve cash-flow problems. This process is
resulting in mergers of savings banks that have been constituted in new banks driven by
economic motivations instead of CSR and charitable objectives (Bravo et al., 2012). Even
240 when the results of this paper confirm that the reorientation of the management strategy
of savings banks might be adequate (because customers are more interested in customer-
and economic-oriented issues than community initiatives), the managers of savings banks
should not forget that their CSR tradition may endangered the success of their new
strategies if they keep reducing their CSR budgets (mostly because customers still have
greater CSR expectations put on savings banks than on commercial banks). This is
especially critical if savings banks take into account the fact that CSR-oriented customers
are more numerous in the marketplace than any other type of banking service customer
with a different CSR orientation.
In the light of the low standing of commercial banks in their customer’s estimation
following the economic crisis, the findings of this research are also important for them.
Roughly speaking, the results suggest that the CSR strategies of commercial banks are
correctly oriented. They are managing their CSR in accordance to the philosophy of
customer orientation (Pérez and Rodrı́guez del Bosque, 2012) when customer-centric
issues constitute the most important CSR dimension for commercial banks customers.
Nonetheless, the poor corporate image in this subsector is directly related to the
frequent financial scandals and legal abuses that have characterized the business
practices of commercial banks in the last decade (Bravo et al., 2012). In a crisis context
such as the one that the society is experiencing right now, customers demand ethical
and legal compliance and report it to be as important as customer orientation. These
ideas imply that commercial banks should make additional efforts to demonstrate their
compliance to the new business standards that have been developed by national and
supranational institutions of the European Union after the latest economic recession.
The development of control metrics to assure that the banking companies are adopting
the new rules is as essential as the design of an external communication plan to regain
customer trust and improve corporate image.
8. Limitations and future lines of research

This study is not without limitations. Specifically, survey data typically suffers from
the “social desirability response bias” and this fact might have influenced the findings
of the paper. This is an especially significant problem when scholars want to relate
CSR expectations to customer behaviour (Mohr et al., 2001). Nonetheless, the purpose
of the authors in this paper has not been to report the effect of CSR expectations on
customer behaviour. The authors’ purpose has been to describe the preferences of
customers in the CSR realm to help companies designing more effective CSR. Thus, the
authors consider that, even if some expectations are inflated, the findings still serve the
goal of knowing which dimensions of the CSR expectations construct are more relevant
for customers in the banking industry. A second limitation is related to the fact that
customer CSR expectations in the light of the latest economic recession were not
statistically compared to customer CSR expectations before the downturn. Thus, some
of the interpretations proposed by the authors, such as their consideration that legal
and ethical expectations are higher after a crisis, need to be taken cautiously and tested
empirically in future research.
As another future line of study, the authors consider that it would also be interesting Customer CSR
that scholars extend this line of research on customer CSR expectations by determining expectations
how customer CSR expectations relate to customer behaviour in the crisis context of the
Spanish banking industry. Scholars have demonstrated that possessing customer
sophistication and high expectations is no guarantee that customers actually participate
in wise or ethical buying practices (Carrigan and Attalla, 2001). Nonetheless, this idea has
not been tested in a crisis context and new information is needed in this regard. 241
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Appendix: The CSR expectations construct

Items
I believe a (savings/commercial) bank should:
. Customers – CSR1: establish procedures to comply with customers’ complaints; CSR2: treat
its customers honestly; CSR3: have employees who offer complete information about
corporate products/services to customers; CSR4: use customers’ satisfaction as an indicator
to improve the product/service marketing; CSR5: make an effort to know customers’ needs.
. Shareholders and supervising boards – CSR6: try to maximize its profits; CSR7: keep a
strict control over its costs; CSR8: try to insure its survivals and long-term success.
. Employees – CSR9: pay fair salaries to its employees; CSR10: offer safety at work to its
employees; CSR11: treat its employees fairly (without discrimination or abuses); CSR12:
offer training and career opportunities to its employees; CSR13: offer a pleasant work
environment (e.g. flexible hours, conciliation); CSR14: help solving social problems.
. Community – CSR15: use part of its budget for donations and social projects to advance
the situation of the most unprivileged groups of the society; CSR16: contribute money to
cultural and social events (e.g. music, sports); CSR17: play a role in the society beyond the
economic benefits generation; CSR18: be concerned with improving the general well-being
of society; CSR19: be concerned with respecting and protecting the natural environment.
. General – CSR20: always respect rules and regulations defined by law; CSR21: be concerned
with fulfilling its obligations vis-a`-vis its shareholders, suppliers, distributors and other
agents with whom it deals; CSR22: be committed to well established ethic principles.
IJBM About the authors
Dr Andrea Pérez (PhD) is a Lecturer in Marketing at the University of Cantabria (Spain).
32,3 Her current research interests include corporate social responsibility, corporate image and
identity and consumer behaviour. Her papers have been published in international marketing
journals such as European Journal of Marketing, Journal of Business Ethics, Service Business or
International Journal of Bank Marketing. Dr Andrea Pérez is the corresponding author and can
244 be contacted at: [email protected]
Dr Ignacio Rodrı́guez del Bosque (PhD) is a Professor of Marketing at the University of Cantabria
(Spain). His areas of research include business communication, relationship marketing and
distribution channels. His papers have been published in several international journals, as Journal of
Retailing and Consumer Services, Tourism Management and Industrial Marketing Management.
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Customer CSR expectations in the banking industry

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Design/methodology/approach – Analysing 648 customers of savings banks and 476 customers of

banking industry represents a high-profile industry where corporate image is crucial

2.2 Characteristics of the Spanish banking industry

the last research hypothesis of the paper is proposed:

3.2 Measurement scale

232 3.3 Scale validation

3.4 Method to test the research hypotheses

Factor loadings R2 Cronbach’s a AVE

the CSR expectations

Customers 6.15 0.87 11.85*** 5.60*** 9.94*** 0.77

Customers 6.13 0.80 10.97*** 7.74*** 13.62*** 0.49

4.2 Cluster analyses

CSR expectations Mean SB Mean CB t-statistics

Customers 6.15 6.13 0.30

Community 5.20 0.57 – 9.59***

Community 5.03 0.86 – –8.71***

to the loss of customer confidence in banking companies and an increase in their

8. Limitations and future lines of research

(Ed.) Conocimiento, Innovaci on y Emprendedores: Camino al Futuro, Universidad de La

Appendix: The CSR expectations construct

To purchase reprints of this article please e-mail: [email protected]

15-25. [Abstract] [Full Text] [PDF]

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Customers 6.15 0.87 11.85* 5.60* 9.94*** 0.77

Customers 6.13 0.80 10.97* 7.74* 13.62*** 0.49

(Ed.) Conocimiento, Innovaci on y Emprendedores: Camino al Futuro, Universidad de La