Corporate Behavior, Social Cynicism, and Their Effect on Individuals’ Perceptions of the Company

Aqueveque, Claudio; Encina, Catherine

doi:10.1007/s10551-010-0621-z

Cited by 27 publications

(23 citation statements)

References 76 publications

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“…Prior research suggests that employee attitudes and behaviors may be moderated by a variety of individual characteristics, such as corporate identification (Chong, 2009), personality traits (Glomb, Bhave, Miner, & Wall, 2011), and attributions (Nishii, Lepak, & Schneider, 2008). In a Latin American study, Aqueveque and Encina (2010) report that certain employees are more inclined than others to respond favorably to particular aspects of CSR, based on their underlying cultural beliefs or as a result of the attributions they make for the company's actions. Given the variations observed among employees, it is imperative to deepen the understanding of individual differences in relation to the impact of CSR on employee-firm relationships.…”

Section: Csr and Employee Relationshipsmentioning

confidence: 99%

Building Employee Relationships Through Corporate Social Responsibility

West

Hillenbrand

Money

2014

Group & Organization Management

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We explore the role of deeply held beliefs, known as social axioms, in the context of employee-organization relationships. Specifically, we examine how the beliefs identified as social cynicism and reward for application moderate the relationship between employees' work-related experiences, perceptions of CSR, attitudes, and behavioral intentions toward their firm. Utilizing a sample of 130 retail employees, we find that CSR affects more positively employees low on social cynicism and reduces distrust more so than with cynical employees. Employees exhibiting strong reward for application are less positively affected by CSR, whereas their experiences of other work-related factors are more likely to reduce distrust. Our findings suggest the need for a differentiated view of CSR in the context of employee studies and offer suggestions for future research and management practice.

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Section: Csr and Employee Relationshipsmentioning

confidence: 99%

Building Employee Relationships Through Corporate Social Responsibility

West

Hillenbrand

Money

2014

Group & Organization Management

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“…Furthermore, the results of our research contribute to a better understanding of how cynicism about CSR (Aquevene and Encina 2010) can be tackled. Our empirical results show that employees have clear views about the motivations underpinning CSR activity and these views influence their affective attachment to their organisation's CSR stance, especially in relational and collectivistic organisations.…”

Section: Discussionmentioning

confidence: 89%

“…Previous research has shown that there is cynicism about the motives behind CSR activity (Aquevene and Encina 2010). While there are organisations that are seen to pursue CSR for the purpose of playing a positive role in society, there are also organisations engaging in CSR for instrumental reasons, including protecting against reputational damage and increasing sales through social marketing (Ellen et al 2006;Graafland and van de Ven 2006).…”

Section: Identity Orientation and Csr Motivesmentioning

confidence: 99%

The effect of CSR evaluations on affective attachment to CSR in different identity orientation firms

Fryzeł

Seppala

2016

Business Ethics: A European Review

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The goal of the present research is to examine the way in which organisational identity orientation and corporate social responsibility (CSR) interact to produce affective attachment and related beneficial behaviours among organisational members. Using a questionnaire, administered in Poland, we show that when CSR activity is viewed as authentic by employees, it leads to affective attachment to the organisation's CSR stance, while an instrumental evaluation is correlated with a negative attachment to the CSR stance. The results suggest that CSR motives are particularly important for organisations with relational and collectivistic identity orientations because of the focus of these organisations on mutual or collective good that can be demonstrated through CSR. The results contribute to social identity literature by establishing a clear relationship between the concepts of identity orientation and CSR and showing that only authentic CSR produces affective attachment and behaviours that benefit the organisation

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“…1 My company BREAKS most of the promises made during recruitment. 2 My company breaks many of its promises to me for NO fault of my own. 3 My company mostly FAILS to meet its obligations to me.…”

Section: Number Itemsmentioning

confidence: 99%

“…Particularly in relation to corporate social responsibilities (CSR), businesses are often found engaged in unethical business practices, such as greenwashing, claiming to make social cause-related investments, etc. [2,3]. CSR has also been criticized as "hypocritical window-dressing" [4] with the argument that most corporations use CSR to attract customers and more business [5,6] and has continued to draw scholarly attention [1,7,8].…”

Section: Introductionmentioning

confidence: 99%

Measuring Perceived Corporate Hypocrisy: Scale Development in the Context of U.S. Retail Employees

2018

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Despite an increasing amount of research on perceived corporate hypocrisy (PCH), limited research has investigated PCH among employees. Particularly, the literature lacked a valid instrument for estimating employees' PCH, even though employees experience severe consequences for PCH. To address this gap, a scale was developed to measure employees' PCH, using a three-stage Item Response Theory modeling approach. After a series of qualitative studies and six quantitative scale-development iterations, PCH was found to be a unidimensional construct represented by the perceived lack of morality, perceived control breach, double standards, and a value-behavior gap. Further, the nine-item PCH scale was confirmed to be reliable, valid, and unbiased for different demographic groups. The scale makes theoretical contributions by being one of the few attempts to objectively measure employees' hypocrisy judgements and incorporating corporations' double standard and perceived commitment to morality as defining features of employees' PCH. Assessment of employees' PCH can help in expanding the hypocrisy literature beyond consumers' perceptions. Finally, the scale enables corporations to measure employees' PCH and get an in-depth understanding of the issues of concern as work and organizational phenomena. By implementing proper management strategies, corporations can potentially avoid PCH, create more favorable perceptions among employees, and improve their reputations.

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Corporate Behavior, Social Cynicism, and Their Effect on Individuals’ Perceptions of the Company

Abstract: corporate social accountability, corporate trustworthiness, social cynicism,

Cited by 27 publications

References 76 publications

Building Employee Relationships Through Corporate Social Responsibility

Building Employee Relationships Through Corporate Social Responsibility

The effect of CSR evaluations on affective attachment to CSR in different identity orientation firms

Measuring Perceived Corporate Hypocrisy: Scale Development in the Context of U.S. Retail Employees

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