Access to this document was granted through an Emerald subscription provided by emeraldsrm: 239791 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the association between corporate social responsibility (CSR) and employee satisfaction. The study proposes and empirically tests two hypotheses: that CSR is positively associated with employee satisfaction, and that organizational image mediates the relationship between CSR and employee satisfaction. Design/methodology/approach -The hypotheses were tested through regression analyses, using data from 85,167 questionnaires completed by employees at 381 Brazilian companies, as well as data pertaining to the "breadth" of CSR engagement of those same companies. Findings -The results of this study provide evidence that CSR-oriented actions undertaken by companies will lead to a better organizational image, and this, in turn, will lead to greater employee satisfaction. Practical implications -Because employee behaviour influences organizational outcomes and higher job satisfaction may lead to greater employee commitment to organizational goals and values, understanding the impact of CSR on employee satisfaction is relevant to corporate performance. Originality/value -The study contributes to the body of empirical research on CSR by investigating the underlying mechanisms linking CSR with employee behaviour. Scholars in the area of CSR regularly explore the outcomes and impacts of CSR actions on internal and external stakeholders. However, the impacts of CSR for a critical group of stakeholdersnamely, employeesand its underlying mechanisms are understudied in the CSR literature.
Purpose-This paper aims to investigate how organizational learning (OL) affects the development of anticipatory adaptation to climate change in companies. Because the need to learn increases in circumstances of greater uncertainty such as the case of climate change, one of the processes that can explain different levels of anticipatory adaptation to climate change (AACC) by companies is OL. Design/methodology/approach-The research uses a case study design. Following the procedures of qualitative sampling, an exemplary case of organizational adaptation to climate change in a sector that is extremely affected by the impacts of weather events was chosen. Empirical data collection includes semistructured interviews and the collection of private and public documents. Such data were analyzed through thematic analysis. Findings-The process of OL for anticipatory adaptation to climate change presents substantial differences from the traditional OL process presented by the specialized literature. In particular, the concepts of single-and double-loop learning were challenging to fit into the learning processes required for AACC. Originality/value-Organizations have historically been working towards the adaption to external unforeseen events, but anticipatory adaptation to climate change presents new challenges and requires new forms of learning. Previous research has examined the interplay between learning and climate change adaptation, especially at the inter-organizational level. By developing research at the organizational level, this paper addresses a gap in the literature and shows that the required learning to adapt to climate change differs from the traditional learning, described in the management literature.
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