الفهرس 
English cover
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Abstract
Cause-related Marketing (CrM) is different since its charitable contribution is dependent on the sale of the firm’s products or services. Many studies investigated the effect ofCrM on variables such as attitudes, purchase intention, and brand loyalty ... etc. However, very few studies investigated strategic and tactical CrM and their differential effects (e.g. Van den Brink, et al., 2006). Hence, this research aims to investigate the impact of strategic vs. tactical CrM on customer’s intention to switch service providers in the mobile phone services sector. This research went through two main stages. In the first stage, a qualitative exploratory study of eleven interviews with university students was conducted to explore the relationship between CrM and service switching intention, gain an insight about the different effects of strategic vs. tactical CrM on switching intention, and to explore whether the switching motivators identified by Bansal, Taylor, & James (2005) may mediate the relationship between CrM and switching intention. The preliminary insights gained hinted that CrM might have an effect on perceived emotional value, trust, commitment, customer satisfaction, and attitude towards switching. The second stage involved an experimental study to assess the impact of strategic vs. tactical CrM on switching intention and to test the hypothesised conceptual model. The responses of 193 participants to a self-administered survey were used for data analysis using partial least squares (PLS-SEM). Among the main fmdings ofthis research are the following: a) there may be a relationship between CrM dimensions and switching intention in terms of an indirect relationship between the amount of invested resources in CrM and switching intention to strategic CrM adopting mobile service provider. Also, an indirect relationship was confirmed between the degree oftop management involvement in CrM and switching intention to strategic CrM adopting mobile service provider. As for company-cause congruence, it might have a direct relationship with switching intention. Also, an indirect relationship might be existent between campaign duration and switching intention. b) Company-cause congruence and top management involvement in CrM might have a significant positive effect on customer satisfaction which, in turn, might have a significant negative effect on switching intention. c) Company-cause congruence, campaign duration, and the degree of top management involvement in CrM might have a significant effect on perceived emotional value which, in turn, might have a significant effect on switching intention. d) Top management involvement in CrM may have a significant effect on attitude towards switching which has a significant positive effect on switching intention. e) Furthermore, the levels of customer satisfaction with, perceived emotional value from, and trust in a strategic CrM adopting mobile service provider were significantly higher than in a tactical CrM adopting mobile service provider.