Beliefs about social responsibility at work: comparisons between managers and non‐managers over time and cross‐nationally

Factor, Roni; Oliver, Amalya L.; Montgomery, Kathleen

doi:10.1111/beer.12015

Cited by 16 publications

(16 citation statements)

References 55 publications

(86 reference statements)

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“…For example, employees place varying importance on CSR given their role in the organization. For instance, high-ranking managers are more concerned with and aware of CSR than regular employees [14]. Similarly, individual attributions of motives behind CSR practices will differ between employees and across teams.…”

Section: Corporate Social Responsibility (Csr) Motive Attributionsmentioning

confidence: 99%

Corporate Social Responsibility Motive Attribution by Service Employees in the Parcel Logistics Industry as a Moderator between CSR Perception and Organizational Effectiveness

Lee

Seo

2017

Sustainability

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Abstract:With sustainability and corporate social responsibility (CSR) emerging as urgent issues in the logistics service industry, the effects of CSR on employee work behavior is receiving increasing attention. This study explores this issue by considering intrinsic and extrinsic CSR motive attributions as moderating variables between CSR perception and organizational commitment and organizational citizenship behavior. The results of a cross-sectional survey and hierarchical regression analyses of 241 survey responses from parcel delivery logistics employees indicate that their perception of CSR strongly enhances their organizational commitment and organizational citizenship behavior. This study also presents evidence that the positive effect of CSR on organizational commitment is weakened when employees attribute CSR practices to intrinsic motives. This study provides guidance for managers in the logistics sector and for academics who wish to address sustainability and CSR issues and to enhance employees' organizational commitment.

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Section: Corporate Social Responsibility (Csr) Motive Attributionsmentioning

confidence: 99%

Corporate Social Responsibility Motive Attribution by Service Employees in the Parcel Logistics Industry as a Moderator between CSR Perception and Organizational Effectiveness

Lee

Seo

2017

Sustainability

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“…For example, Factor et al . () made the case that employees place different importance on CSR given their role in the organization. Indeed, managers may be more concerned and aware about CSR than non‐managers.…”

Section: Csr Attributionsmentioning

confidence: 99%

When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution

2014

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This study investigates whether employees attribute different motives to their organization's corporate social responsibility (CSR) efforts and if these motives influence employee performance. Specifically, we investigate whether employees could distinguish between intrinsic and extrinsic CSR motives by surveying 229 employeesupervisor dyads from various industries (companies that have reputable CSR programs in Portugal), and the impact of these perceptions on in-role and extra-role performance of subordinates. We found that employee task performance increases when employees attribute both intrinsic and extrinsic motives for CSR. Moreover, when employees perceive that their organization invests in a CSR practice that is both intrinsic and extrinsic, they also tend to exert extra effort in their work. Theoretical and practical implications are also discussed alongside future research directions.

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“…In this sense, managers can also attend to social issues because addressing the social issues raised by stakeholders has been considered an important organizational objective (Freeman ; Factor et al . ; Alonso‐Almeida et al . ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Organizational attention to corporate social responsibility and corporate social performance: the moderating effects of corporate governance

Zhao

Chen

2016

Business Ethics: A European Review

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Many studies have explored the antecedents of corporate social performance (CSP), such as institutional forces and stakeholder pressures. However, few studies examine CSP from a socio-cognitive perspective. To address this research void, this study adopts an attention-based approach to examine the relationship between managers' attention to social issues and CSP. More important, this study reports that this relationship will be moderated by governance mechanisms that constrain managerial discretion. Using a sample of Chinese listed firms, this study provides empirical support for these arguments. Therefore, our study adds new insights to the literature addressing CSP from a socio-cognitive perspective and speaks to the structural features, both inside and outside organizations, that guide managers' attention.

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Beliefs about social responsibility at work: comparisons between managers and non‐managers over time and cross‐nationally

Cited by 16 publications

References 55 publications

Corporate Social Responsibility Motive Attribution by Service Employees in the Parcel Logistics Industry as a Moderator between CSR Perception and Organizational Effectiveness

Corporate Social Responsibility Motive Attribution by Service Employees in the Parcel Logistics Industry as a Moderator between CSR Perception and Organizational Effectiveness

When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution

Organizational attention to corporate social responsibility and corporate social performance: the moderating effects of corporate governance

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