This article reviews 86 studies and uses meta-analytical methods to investigate how perceived corporate social responsibility (CSR) impacts employee attitudes and behaviors and to identify the mediating mechanisms and boundary conditions. An initial review of this body of research finds a multitude of mediators but a limited focus on CSR typology as a potential moderator. Drawing upon social exchange theory, we develop and test two multivariate mediation models to integrate and synthesize three most-studied mediating mechanisms: organizational justice, organizational trust, and organizational identification. Meta-analyses find that while all three mechanisms within the parallel mediation model are equally significant in mediating the effect of perceived CSR on organizational commitment and job satisfaction, organizational identification is superior to organizational justice and organizational trust in mediating the effect of CSR perceptions on organizational citizenship behavior (OCB) and turnover intention. It is also found that although both mediation models adequately represent the accumulated empirical data, the sequential model is statistically superior to the parallel model. Although meta–structural equation modeling analyses reveal minimal differences between the broadly defined internal and external CSR perceptions, significant heterogeneity exists between perceived CSR and the outcome variables. The additional analyses suggest that significant differences exist between more specific stakeholder CSR types. In summary, this article extends our understanding of how employees perceive and respond to CSR through multiple sociopsychological mechanisms in additive and sequential fashions and how such responses could differ depending on the specific stakeholder subgroups targeted by CSR. Theoretical contributions and future research directions are also discussed.

Purpose The purpose of this paper is to investigate the performance implications of two major mechanisms for organizational learning (i.e. exploration and exploitation). Exploration refers to firm activities that explore new and novel knowledge, whereas exploitation reflects the extent to which a firm reuses its existing knowledge. The authors predict curvilinear (i.e. an inverted U-shape) relationships between exploration/exploitation and firm performance, respectively. That is, firm performance first increases with exploration/exploitation at a decreasing rate; then, firm performance decreases at an increasing rate after firm performance reaches a maximum point. Furthermore, the authors examine whether the curvilinear relationships are moderated by two types of firm–stakeholder relationships (i.e. firm–employee and firm–customer relationships). Design/methodology/approach Using the data from National Bureau of Economic Research, US Patent Citations Data File, KLD Research and Analytics Inc. and Compustat series, the authors construct an unbalanced panel data set of 3,070 observations in 554 firms from 1991 to 2006. To test the hypotheses, feasible generalized least squares regression is used. Findings In consistent with the prediction, the authors find inverted U-shape relationships between exploration/exploitation and firm performance. The authors also find that the curvilinear relationships are moderated by firm–employee relationships. The relationships between exploration/exploitation and firm performance become stronger when firms have better relationships with employees. Research limitations/implications The study provides empirical evidence that better firm–employee relationships can strengthen the curvilinear relationships between exploration/exploitation and firm performance. The authors argue that future studies should extend to other stakeholder relationships, using more refined measures, and incorporating the concept of ambidexterity. Practical implications The findings suggest that managers should design innovation strategy based on performance implications of exploration/exploitation and that managers should also realize that stakeholder relationships can influence the relationships between exploration/exploitation and firm performance. First, the study shows that although exploration and exploitation can improve firm performance, too much exploration or exploitation is not good for firm performance. Therefore, managers should consider seriously the maximum point of performance that exploration and exploitation can reach and avoid too much exploration or exploitation. Second, firms can invest in firm–employee relationships to gain better performance implications from exploration/exploitation. The study shows that, as firms develop better firm–employee relationship, the relationships between exploration/exploitation and firm performance are stronger and firm performance is likely to reach a higher apex. Originality/value The authors find the inverted U-shape relationships between exploration/exploitation and firm performance, moreover, the authors add two contingent factors associated with stakeholders that can help exploration and exploitation contribute more to firm performance.

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Large annular flexible structures (LAFS) are typical antenna structures for satellites. This structure can significantly increase antenna aperture and effectively improve communication accuracy with minimum addition of mass. LAFS have become mainstream for large aperture antenna structures. However, they have disadvantages, such as low natural frequencies, low damping ratio, and low stiffness. They easily suffer from low frequency, longtime and modal responses. Therefore, the vibration control of LAFS is very important. This study proposes a novel active vibration control method using macro-fiber composite (MFC) as a sensing unit, a voice coil actuator and a PD-fuzzy control algorithm. The MFC sensor can measure a minimum strain of 10-8 m/m. The voice coil actuator generates a displacement and driving force. Based on the feedback signal from the MFC sensor, the PD-fuzzy control algorithm controls the voice coil actuator. A dynamic model of LAFS was established, and its characteristics analyzed. A theoretical model for the voice coil actuator and MFC sensor were established, and the corresponding governing equations derived. An experimental system was set up. The results demonstrated that the novel active vibration control method has good performance. This active vibration control method can control vibration at ultralow frequencies and requires no additional stiffness.

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