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This study provides a systematic review of corporate social responsibility (CSR) in the hospitality management literature over the last decade. In contrast to prior reviews, this article starts from a broader analysis, followed by a narrower, micro-level examination of the hospitality management literature that links CSR to customers’ and employees’ attitudes and behaviors. The findings of this review show that researchers study CSR primarily from a meso-level perspective of how CSR is developed and implemented by organizations, and how it influences financial performance. This study found that although employees have long been crucial stakeholders in service environments, hospitality researchers have only recently begun to focus on understanding the relationships between CSR and employee behaviors and attitudes. This study provides directions for future research by identifying research gaps and comparing the results of this review with those of organizational psychology and management reviews.

Corporate social responsibility (CSR) policies and activities are aimed at, executed for, and witnessed by individuals, yet CSR literature has long overlooked assessing CSR outcomes at the individual level. Previous CSR research has focused primarily on macro- and institutional-level outcomes. The current paper addresses this issue by analyzing the influence of CSR on a crucial stakeholder for hospitality organizations: their employees. Specifically, gratitude and compassion at work were tested as parallel mediators between employees’ perceptions of CSR and their well-being and organizational citizenship behavior directed toward the organization (OCBO). Drawing from the affect theory of social exchange and moral emotions, this article aims to understand how CSR leads to improving employees’ well-being and OCBO through the underlying emotional mechanisms of gratitude and compassion. Survey data from two independent samples were gathered to test the hypotheses. The findings revealed that employees’ perceptions of CSR activities had a significant positive direct effect on eudaimonic well-being but not on hedonic well-being. Gratitude mediated the relationship between perceived CSR and OCBO as well as hedonic well-being. Compassion mediated the relationship between perceived CSR and hedonic well-being as well as OCBO. Besides theoretical contributions of testing these mechanisms together in a hospitality context and evaluating the influence of CSR efforts on certain dimensions of well-being, this research will be particularly relevant to hospitality managers when formulating CSR strategies and promoting a CSR culture.

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Purpose The purpose of this study is to analyze how hospitality industry employees’ perceptions of corporate social responsibility (CSR) and participation in CSR activities influence their well-being and loyalty boosterism. Design/methodology/approach Using the positive psychology approach of well-being (hedonic and eudaimonic dimensions) and the affect theory of social exchange, a survey of hospitality employees was conducted to test the theoretical model. Findings Employees’ perceptions of CSR significantly influenced their participation in CSR activities. CSR participation positively influenced employees’ hedonic and eudaimonic well-being, which in turn influenced their loyalty boosterism. The mediation effects of well-being and the sequential mediation effects of CSR activity participation and well-being were also significant in the relationships mentioned above. Research limitations/implications While panel data offer many advantages, they also have limitations. The authors, therefore, suggest future studies replicate their conceptual model and empirically test it through firms well known for their CSR. In addition, future studies may cover the whole hospitality industry to enhance generalizability. Practical implications By exploring the connection between employees’ CSR perceptions and participation, this research can help hospitality practitioners develop more engaging CSR strategies and activities, which in turn can foster employees’ well-being and enhance their loyalty boosterism. Originality/value This study is among the first to empirically demonstrate the effect of CSR in both hedonic and eudaimonic well-being and to explore the connection between employee perceptions of CSR and participation in CSR activities.