This research explored individuals' reactions to perceived corporate social responsibility (CSR) using a multimotive framework. In 2 studies, the authors explored the boundary conditions of CSR effects among job applicants and internal employees. A scenario-based experiment (N = 81) showed that the effect of CSR perceptions on job applicants' job pursuit intentions was mitigated by applicants' first-party justice experiences, whereas it was amplified by their moral identity (Study 1). Survey data from 245 full-time employees (Study 2) further supported the interactive effects revealed in Study 1. Specifically, first-party justice perceptions attenuated the positive relationship between employees' CSR perceptions and their organizational citizenship behavior (OCB); and the relationship between CSR perceptions and OCB was more pronounced among employees high (versus low) in moral identity. Our findings bridge the CSR and organizational justice literatures, and reveal that the effects of individuals' CSR perceptions are more complicated than previously thought. The findings shed light on micro (employee)-level CSR phenomena and offer implications for both research and practice.We would like to acknowledge Monica Bielski-Boris, Robert Bruno, and Wonjoon Chung for their support of this research. We also thank David A. Waldman and two anonymous reviewers for a plethora of constructive feedback. Finally, we are indebted to Sean Cruse (United Nations Global Compact), Stephanie Klein (SHL), John Scott (APTMetrics), Sara Weiner (Kenexa, an IBM Company), and Walter Reichman (OrgVitality) for providing input on the practical significance of our work.

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Pulling from theories of social exchange, deonance, and fairness heuristics, this study focuses on the relationship between overall justice climate and both the prosocial and deviant behaviors of groups. Specifically, it considers two contextual boundary conditions on this effect-corporate social responsibility (CSR) and group moral identity. Results from a laboratory experiment are presented, which show a significant effect for overall justice climate and a two-way interaction between overall justice climate and CSR on group-level prosocial and deviant behaviors, and a marginally significant interaction of group moral identity with overall justice climate on group deviance. The implications of contextual influences on workplace ethics and justice are discussed.

In this chapter, we provide a detailed examination of the relationship between employee justice perceptions and organizational citizenship behavior OCB. Beginning with the earliest research on OCB, we articulate how these two topics within organizational sciences developed alongside one another as researchers attempted to articulate not only what kinds of justice would influence extra-role behaviors but also how those effects emerge. We also discuss modern trends in the study of justice and OCB, examining new theoretical perspectives and multifoci, third-party, and multilevel approaches to assessing this phenomenon. Our aim is to provide a comprehensive discussion of not only where research has been but also where it will go as scholars continue to develop new insights into justice and citizenship behaviors in the workplace.