Corporate Social Responsibility in Between Governmental Regulation and Voluntary Initiative: The Case of Germany

Fifka, Matthias S.; Reiser, Dirk

doi:10.1007/978-3-319-13566-3_7

Cited by 2 publications

(2 citation statements)

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“…Belgium is located in the middle of Europe and is a member of the European Union. Although CSR is a hot topic within European countries (like Belgium) and many European companies have a CSR policy (Fifka et al, 2015), malpractice still occur; think, for example, of Volkswagen's Dieselgate, which raised questions about the overall authenticity of CSR within West-European countries (e.g. Siano et al, 2017).…”

Section: Authentic Csr and Positive Employee Outcomes 569mentioning

confidence: 99%

“…As explained in the introduction, Belgium is located in the middle of Europe and member of the European Union. In spite of the fact that CSR is a hot topic within European countries (such as Belgium) and many European companies have CSR policies (Fifka et al, 2015), corporate malpractices still occur (Siano et al, 2017). This makes it an interesting context in which to test our conceptual model.…”

Section: Participants and Proceduresmentioning

confidence: 99%

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Don't talk the talk, but walk the walk: the role of authentic CSR in fostering beneficial employee outcomes

Servaes

Thu

Kluijtmans

et al. 2022

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PurposeOrganizations implement corporate social responsibility (CSR) to act, or present themselves as, sustainable. Yet, CSR efforts by organizations can be negatively received by stakeholders. The increased skepticism by stakeholders toward organizations' CSR programs has led to a growing interest in the influence of CSR authenticity. The purpose of this study is to provide valuable insights into the complex role CSR authenticity plays in stimulating desirable employee attitudes and behaviors.Design/methodology/approachA sample of 482 employees working in the Belgian banking sector allows the authors to test this study’s theoretical model using structural equation modeling (SEM).FindingsEmpirical findings demonstrate that CSR authenticity positively relates to organizational citizenship behavior (OCB). Extending this notion, we find evidence for organizational identification to mediate the relationship between CSR authenticity and OCB. Further, this study highlights that organizational justice mediates the relationship between CSR authenticity and organizational identification. Finally, the importance of ethical leadership is underlined as a boundary condition to the relationship between CSR authenticity and OCB.Practical implicationsFor managers, this study provides insights into the importance of CSR authenticity in fostering positive employee outcomes. It offers guidance on how to incorporate CSR authentically, addressing the importance of the organization's core values and supervisors' alignment with these values.Originality/valueThis study distinguishes itself from existing micro-level research, which mainly focuses on employees' evaluation of the organization's attention to CSR, by investigating the outcomes of employees' perceptions of CSR authenticity. Previous research shows that perceptions of CSR authenticity produce positive outcomes among consumers, but that, so far, we know very little about which specific perceptions or behaviors it might elicit among employees. Furthermore, this study provides evidence for interlinkage between leadership, CSR and beneficial outcomes such as OCB, through the integration of ethical leadership behaviors.

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Section: Authentic Csr and Positive Employee Outcomes 569mentioning

confidence: 99%

Section: Participants and Proceduresmentioning

confidence: 99%