This study examines the role of perceived organizational prestige and its predictors (perceived organizational morality, perceived organizational competence, perceived organizational sociability)...Show moreThis study examines the role of perceived organizational prestige and its predictors (perceived organizational morality, perceived organizational competence, perceived organizational sociability) in the general public’s willingness to donate money to a nonprofit organization. With this, we also examine the mediating role of anticipated respect and the moderating role of perceived need for donations. This research has a 4 cell (perceived organizational morality, perceived organizational competence, perceived organizational sociability versus control) between-subjects factorial design and used a total of 159 members of the general public (50,3% female, 1,3% non-binary; Mage = 34,4 years) from English speaking countries (the US, the UK, Ireland and Canada) as research participants. A first series of ANOVAs showed our manipulations to be effective in instilling perceptions of organizational morality, competence and sociability. A second series of ANOVAs indicated that only the morality of the nonprofit organization raised the perception of organizational prestige in our participants. A multiple regression analysis showed that perceived organizational prestige, while controlling for age and gender, related directly and positively to anticipated respect received when donating to a nonprofit organization. Mediation analysis showed a significant indirect effect of perceived organizational prestige on willingness to donate via anticipated respect as a mediator. A second and third mediation analysis showed a significant indirect effect of perceived organizational morality on willingness to donate, via organizational prestige as well as via anticipated respect as mediators. Moderation analysis showed no support for the notion that perceived need for financial donations strengthens the effect of organizational prestige on donation willingness. Theoretical implications, practical implications and limitations are discussed.Show less
Outgroup helping serves various strategic motives, for example to communicate ingroup warmth and competence. However, unsolicited help is not always beneficial for the recipient, as it could cause...Show moreOutgroup helping serves various strategic motives, for example to communicate ingroup warmth and competence. However, unsolicited help is not always beneficial for the recipient, as it could cause feelings of inferiority and incompetence. Furthermore, it is not always judged positively by third party observers. This study investigated how third party observers judge outgroup helping with a motive to appear either moral or social. Based on literature on moral hypocrisy and tainted altruism, it was expected that help providers with a strategic motive to appear moral would be judged more negatively compared to help providers with a strategic motive to appear social. A scenario experiment was conducted, in which participants (N = 209) read a scenario in which the motive to offer help (e.g. to appear moral or social) and whether this was in line with whom they really are (reality congruence) was manipulated. The results confirmed that participants judged the help providers more negatively when the motive to provide help was incongruent with how they really are. However, unexpectedly, help providers who helped an outgroup in order to present themselves as being moral, were not judged more negatively compared to help providers who helped outgroup members in order to appear social. These results are at odds with literature on moral hypocrisy, which describes that it would be perceived as hypocrite when one would lie about being moral, because morality comprises traits such as honesty and integrity. The results suggest that morality and sociability are not as independent as previously thought.Show less
