CSR, impulse buying and post-purchase outcomes: The moderating role of brand identity, mode of discovering betrayal and brand hate in a negative cycle

Abstract

As ethical consumption and sustainability gain importance, Corporate Social Responsibility (CSR) has become a key factor influencing purchasing behavior. This study examines how CSR initiatives drive impulsive buying and their psychological consequences. Using data from 300 young consumers and PLS-SEM analysis, the research explores the effects of environmental, social, and economic CSR dimensions on impulsive buying. It also investigates post-purchase outcomes, including cognitive dissonance, regret, and negative word-of-mouth (NWOM). The findings highlight that CSR-driven impulse buying can trigger psychological distress, with unfulfilled CSR commitments leading to consumer betrayal and harming brand reputation. Three key moderating effects were identified: (1) Consumers learning about brand betrayal from external sources react more negatively than those realizing it independently. (2) Strong brand identity enhances the impact of environmental CSR on impulsive buying. (3) Brand hate amplifies the effect of regret on NWOM, worsening brand damage. The findings enrich stakeholder theory and regret theory. By integrating these theories, the study offers a deeper understanding of how CSR-driven consumer trust can lead to both positive engagement and negative emotional consequences when expectations are unmet. Practically, the findings offer valuable insights for businesses on managing CSR communications effectively. Ensuring authenticity in CSR messaging is critical, as unmet promises can create a negative cycle that harms future consumer trust. Moreover, brands should be mindful of the role of external information sources in shaping consumer perceptions of betrayal. Finally, understanding how brand identity and brand hate influence consumer behavior can help companies develop strategies to mitigate negative post-purchase experiences and enhance long-term brand loyalty.