Corporate social responsibility (CSR) research is not new, but its importance to today’s socially conscious market environment is even more evident in recent years. This study moves beyond CSR as simply the socially responsible actions and policies of organizations and focuses on the complex psychology of CSR as it relates to individuals within the organization. Given CSR can positively affect both the individuals within the organization and the organization itself, better understanding and leveraging the mechanisms and conditions of CSR that facilitate desired employee outcomes is crucial for organizational performance. However, scholars lack consensus in determining a theoretical framework for understanding how and under what conditions CSR will make an impact on employees and ultimately organizational performance. This study adds clarity by exploring the effect of perceived CSR on a more comprehensive set of employees’ attitudinal and behavioral reactions (i.e., turnover intention, in-role job performance, and helping behavior) via the mediating mechanism of organizational identification and the moderating condition of moral identity. Hypotheses were derived using social identity theory. Results were based on data obtained from 340 Chinese manufacturing employee-supervisor dyads. This study found that employees’ perceived CSR had an indirect relationship via organizational identification with each of the variables: (1) turnover intention, (2) in-role job performance, and (3) helping behavior. Specifically, the negative relationship between perceived CSR and turnover intention was stronger when employees had higher moral identity and the positive relationship between perceived CSR and in-role job performance and helping behavior was amplified by moral identity. Our findings show how the mediating mechanism of organizational identity and the moderating condition of moral identity work together to improve organizational effectiveness. The findings reveal several ways in which organizations can strategically focus their CSR and human resource efforts, such as applying this model and focusing on moral identity as a key indicator when evaluating employees.

As an important way to understand leadership based on voluntary contribution mechanisms, the importance of leading by example to teamwork is becoming more and more evident in recent years. However, existing theories based on signaling and reciprocity perspectives, respectively, provide incomplete theoretical explaining. This study adds clarity by conducting a cross-level study that indicates a possible integrative framework of both signaling and reciprocity perspective on leading by example. Results were using data gathered from 130 Chinese college students, which were allocated into one baseline group and three experimental groups. A hierarchical model was used to examine the effects of leading by example on different levels. It is found that leading by example has positive effects on the cooperation of followers on both the group level and the individual level. Risk attitudes have positive effects on the cooperation of followers while trust attitudes have negative effects. Our findings suggest that both leading by example and personal traits significantly influence cooperation but on different levels. It also reminds us that a more systematic way to understand leadership is needed.

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