Corporate social responsibility (CSR) at the individual level has emerged as an important field of research. However, a more comprehensive understanding of how CSR affects employee work engagement and organizational citizenship behavior (OCB) is still lacking. Based on social exchange theory, we examine the effects of employees’ perceptions of CSR on OCB and work engagement as well as the mediating mechanism of distributive and procedural justice, based on data collected from 350 employees working in the banking sector of Pakistan. Our study suggests that employees’ perceptions of CSR positively predict OCB and work engagement, and that work engagement is positively related to OCB. Both distributive and procedural justice positively mediate the effects of employees’ perceptions of CSR on OCB and work engagement.

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Corporate social responsibility (CSR) is presently one of the most interesting topics in the field of consumer behavior. However, not enough is known about the underlying mechanisms that explain how and when consumer CSR perceptions shape consumer behaviors such as loyalty. The present study proposes and demonstrates that CSR positively influences consumer loyalty through two mediators (how), which are gratitude ‐an emotion‐ and commitment ‐an attitude‐; regional identity is also introduced for the first time as a moderator on those relationships (when). Two studies, based on two different consumer samples with reference to two different food retailers, are conducted to test these hypotheses. The results support the hypotheses and prove the mediation effects. Furthermore, they provide evidence of how consumers' regional identity moderates the model's indirect effects and they also reveal the conditional nature of these effects. This study's outcomes have theoretical contributions and implications for marketers.

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Although sales tasks require creative thinking, salespeople’s creativity has been identified as one of the most under-researched topics in the sales literature. This study contributes to filling this gap by understanding how responsible leadership and corporate social responsibility (CSR) perceptions can contribute to fostering salespeople’s creativity. This study’s empirical analysis is based on information provided by 176 supervisor–salesperson dyads from 96 companies, and the results indicate that responsible leadership is positively related to salespeople’s creativity. Furthermore, our findings confirm that the relationship between responsible leadership and salespeople’s creativity is mediated by salespeople’s CSR perception, their job satisfaction, and their identification with the organization. Sales leaders should recognize that by practicing responsible leadership behavior, they can create this type of work environment for their subordinates.