Published date: Oct 05 2023

Journal Title: KnE Social Sciences

Issue title: International Conference of Psychology 2023 (ICoPsy 2023)

Pages: 373–384

DOI: 10.18502/kss.v8i19.14387

Tutut Chusniyahtutut.chusniyah.fppsi@um.ac.idFaculty of Psychology, State University of Malang, Malang, Indonesia

Kukuh Setyo PambudiFaculty of Psychology, State University of Malang, Malang, Indonesia

Gebi Angelina ZahraFaculty of Psychology, State University of Malang, Malang, Indonesia

Muhammad Rayhan I'tishamFaculty of Psychology, State University of Malang, Malang, Indonesia

ESG or the Environmental, Social, and Governance criteria are standards for a company’s operations that socially conscious investors use to screen potential investments. ESG has become a prerequisite for the management of companies to build sustainability apart from the UN Sustainability Development Goals. However, ESG involves compliance, risk management, branding, and psychology. This paper explored how ESG can influence the perception and behavior of various stakeholders, such as customers, employees, suppliers, regulators, and investors. It also focused on how companies can leverage ESG to create a strong and distinctive brand identity to generate competitive advantages. We conducted a qualitative case study of four companies implementing ESG initiatives in different industries and regions. We collected data from multiple sources, such as annual reports, websites, social media, interviews, and surveys. We used thematic analysis to identify the key themes and patterns in the data. We found that ESG can influence the perception and behavior of various stakeholders differently, depending on the context and the type of ESG initiative. We also found that ESG can help companies create a distinctive brand identity that can differentiate them from their competitors and attract more investors. We suggest that managers adopt a strategic approach to ESG that aligns with their vision, mission, values, and goals and effectively communicates their ESG efforts to their stakeholders. We also recommend that researchers should further investigate the mechanisms and outcomes of ESG branding in different contexts and sectors. One of the limitations of our study is that we focused on only four cases, which may not be representative of the whole population of companies that have implemented ESG initiatives. Therefore, future studies could use a more extensive or diverse sample or employ a quantitative or mixed-methods approach to validate or generalize our findings.

Keywords: Brand Identity; ESG; Perception; Market Behavior

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