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CEO activism has emerged as a prominent phenomenon, particularly in sectors where community engagement is vital, such as tourism. This study aims to develop and validate a multidimensional scale to measure the effects of CEO activism on community engagement, perceived benefits, and support for tourism development. A mixed-methods approach was employed with two samples (N = 307 for exploratory; N = 327 for confirmatory analysis), combining exploratory and confirmatory factor analyses with structural equation modelling. The study validates an eight-factor model that includes dimensions such as moral perception, authenticity, democratic contribution, timeliness and relevance of actions, and perceived social impact. Results from the structural model show that timely and relevant actions (β = 0.310) and perceived social impact (β = 0.263) significantly predict community engagement, while moral or symbolic attributes were not significant. The findings underscore the need for corporate activism to go beyond rhetoric, aligning with local priorities and contributing directly to sustainable development. This study provides a theoretical framework and a validated measurement tool for future research and practical application in tourism governance.
Pereira et al. (Mon,) studied this question.