Recent research highlights the positive effects of organizational CSR engagement on employee outcomes, such as job and life satisfaction, performance, and trust. We argue that the current debate fails to recognize the potential risks associated with CSR. In this study, we focus on the risk of work addiction. We hypothesize that CSR has per se a positive effect on employees and can be classified as a resource. However, we also suggest the existence of an array of unintended negative effects of CSR. Since CSR positively influences an employee’s organizational identification, as well as his or her perception of engaging in meaningful work, which in turn motivates them to work harder while neglecting other spheres of their lives such as private relationships or health, CSR indirectly increases work addiction. Accordingly, organizational identification and work meaningfulness both act as buffering variables in the relationship, thus suppressing the negative effect of CSR on work addiction, which weakens the positive role of CSR in the workplace. Drawing on a sample of 565 Swiss employees taken from the 2017 Swiss Public Value Atlas dataset, our results provide support for our rationale. Our results also provide evidence that the positive indirect effects of organizational CSR engagement on work addiction, via organizational identification and work meaningfulness, become even stronger when employees care for the welfare of the wider public (i.e., the community, nation, or world). Implications for research and practice are discussed.
Research on cognitive style has gathered momentum over the past 40 years, especially with respect to learning, problem-solving, and decision-making. This investigation adapts Tetlock's hedgehog-fox scale for German-speaking respondents through three large-scale studies (n = 17,072) and examines the influence of cognitive style on employees' public value assessments of their employing organizations. Our data led us to propose a revised and more economical HedgeFox Scale. In contrast with Tetlock's findings, our results provide empirical and theoretical arguments for a two-factor structure. This shift in dimensionality affects the nature of the construct and aligns hedgehog-fox research with the latest developments in cognitive style research. Our results contribute to the ongoing interest in the dimensionality of cognitive styles and support the call for a more diverse picture. Finally, we provide recommendations for individuals and organizations.
Climate change is linked to health risks for both professional and amateur athletes. Sports organisations will need to react to these developments. The starting point for this concept paper is a summary of the sport-specific health risks currently under discussion: increasing heatwaves, growing numbers of extreme weather events, rising UV, ozone and allergen levels and the spread of infectious diseases. Based on the current state of research, a conceptual model is developed to reduce these climate-related health risks in sports at organisational level. Given the wide variety of predicted direct and indirect health risks linked to climate change, the “sports, clubs and climate change model” (SC3 model) presented here follows a stepwise risk-specific approach using technical, organisational and person-related measures. The SC3 model also includes cross-cutting measures that have an overarching effect comprising training, warning systems, coordination and evaluation measures. The SC3 model makes it possible to develop prevention plans, both at national level for central associations and at the regional level of local organisations and clubs. It can be applied to typical settings (e.g., training or competition at elite or amateur levels) and target groups (e.g., athletes, spectators, referees and club officials).
Research on cognitive style has gathered momentum over the past 40 years, especially with respect to learning, problem-solving, and decision-making. This investigation adapts Tetlock's hedgehog-fox scale for German-speaking respondents through three large-scale studies (n = 17,072) and examines the influence of cognitive style on employees' public value assessments of their employing organizations. Our data led us to propose a revised and more economical HedgeFox Scale. In contrast with Tetlock's findings, our results provide empirical and theoretical arguments for a two-factor structure. This shift in dimensionality affects the nature of the construct and aligns hedgehog-fox research with the latest developments in cognitive style research. Our results contribute to the ongoing interest in the dimensionality of cognitive styles and support the call for a more diverse picture. Finally, we provide recommendations for individuals and organizations.
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