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.

Moral identity has been touted as a foundation for understanding moral agency in organizations. The purpose of this article is to review the current state of knowledge regarding moral identity and highlight several promising avenues for advancing current understandings of moral actions in organizational contexts. The article begins with a brief overview of two distinct conceptual perspectives on moral identity—the character perspective and the social-cognitive perspective—that dominate extant literature. It then discusses varying approaches that have been taken in attempting to measure moral identity. The final two sections of the article review empirical findings regarding the antecedents and consequences of moral identity, respectively. Mechanisms and situational factors that are pertinent to moral agency in organizations are emphasized in both sections.

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The authors proposed that customer service employees’ reactions to mistreatment by customers can vary between North American and East Asian employees due to differences in their cultural values. Customer mistreatment was predicted to be associated with direct, active, and target‐specific reactions (i.e., sabotage directed toward the source of mistreatment) more so among North American employees as compared to East Asian employees. In contrast, customer mistreatment was predicted to relate to more indirect, passive, and target‐general reactions (i.e., withdraw organizational citizenship behavior directed toward customers in general) among employees in East Asia as compared to employees in North America. A field study of customer service employees (N = 213) working in the same hotel chain in China and Canada found support for these predictions. Mediation analyses showed that individualism and collectivism accounted for these differences. Theoretical and practical implications are provided, and future directions are discussed.

Taking a resource-based self-regulation perspective, this study examined afternoon emotional exhaustion as a mediator linking the within-person relations between morning work-family conflict and later employee displaced aggression in the work and family domains. In addition, it examined resource-related contextual factors as moderators of these relations. The theoretical model was tested using daily diary data from 125 employees. Data were collected at 4 time points during each workday for 3 consecutive weeks. Multilevel modeling analysis showed that morning family-to-work conflict was positively related to afternoon emotional exhaustion, which in turn predicted displaced aggression toward supervisors and coworkers in the afternoon and displaced aggression toward family members in the evening. In addition, morning workplace interpersonal conflict exacerbated the impact of morning work-to-family conflict on afternoon emotional exhaustion, whereas perceived managerial family support alleviated the impact of morning family-to-work conflict on afternoon emotional exhaustion. These findings indicate the importance of adopting a self-regulation perspective to understand work-family conflict at work and its consequences (i.e., displaced aggression) in both work and family domains.