CSR gap and firm performance: An organizational justice perspective

Cao, Shaopeng; Yao, Hongjiang; Zhang, Min

doi:10.1016/j.jbusres.2023.113692

Cited by 22 publications

(19 citation statements)

References 39 publications

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“…The increasing investment in CSR is based on the importance of sustainable societal development and the triple bottom line (Cantele and Cassia, 2020). The triple bottom line theory emphasises that CSR practices should fulfil economic, social and environmental responsibilities (Cao et al. , 2023) without undermining the corporations’ capacity to earn profits (Lii and Lee, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

“…(Cantele and Cassia, 2020). The triple bottom line theory emphasises that CSR practices should fulfil economic, social and environmental responsibilities (Cao et al, 2023) without undermining the corporations' capacity to earn profits (Lii and Lee, 2012). Nearly 25 years ago, Watts and Holme (1999) defined CSR as 'the continuous commitment of enterprises to ethical behaviour, which contributes to economic development and improves the quality of life for employees and their families, local communities and the whole society, including social development and effective utilisation of environmental resources'.…”

Section: Introductionmentioning

confidence: 99%

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Beyond taste: examining sustainable value, perceived CSR and consumer behaviour in the restaurant industry

Mou,

Rasoolimanesh,

Chuah

2024

JHTI

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PurposeAs perceived corporate social responsibility (CSR) has become one of the long-term sustainable development strategies for many companies, this paper investigates the interrelationships between sustainable values (SVs), perceived CSR and customer behaviour in the restaurant industry.Design/methodology/approachTo gather data needed to meet the study aims, we conducted an online survey of restaurant patrons in China, and used partial least squares structural equation modelling (PLS-SEM) to analyse the proposed models and test the hypotheses.FindingsThe obtained findings confirm that the three studied SV dimensions (equality, respect for nature and shared responsibility) have positive effects on perceived CSR, which in turn significantly affects word of mouth (WOM). Moreover, perceived CSR mediates the relationship between the three SVs and WOM but has no impact on the relationship between SVs and revisit intention.Practical implicationsThe results of this study have practical implications for managers in the restaurant industry. Restaurant managers can prioritize their CSR efforts based on the relative importance of SV dimensions, which is useful in generating positive WOM.Originality/valueEven though the importance of CSR is widely recognised, it is insufficiently studied from the perspective of restaurant customers. This research not only addresses this gap, but also expands the current understanding of SVs and their impact on CSR.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Beyond taste: examining sustainable value, perceived CSR and consumer behaviour in the restaurant industry

Mou,

Rasoolimanesh,

Chuah

2024

JHTI

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“…We have had reason to relate so far to ethical leadership as it relates to outcomes (a) within the organization and (b) external to the inner workings of the firm, insofar as their effects impinge upon a variety of stakeholders and society in general. Returning to the relationship between CSR, firm performance, and organizational justice, Cao et al (2023) go beyond linear relationships between perceived justice and work outcomes to posit that the gap between CSR activities that benefit internal stakeholders (e.g., employees; Scheidler et al, 2019 ) and those on behalf of external stakeholders (e.g., business partners and the local community) clash at the expense of the employees with consequent negative outcomes for the latter group (and ultimately to the firm) because of the company’s resource limitations ( Rupp et al, 2006 ).…”

Section: Caveatsmentioning

confidence: 99%

“…As observed above, organizational justice is linked closely to employee performance—and CSR-related activities are no exception. For instance, Cao et al (2023 , p. 1) noted the utility of OJ as a tool to measure relationships between CSR and employees’ behaviors (e.g., Rupp et al, 2006 ; De Roeck et al, 2014a ; Chen and Khuangga, 2021 ). A distinction is made between internal CSR, related to employees’ direct interests (e.g., training, care of employees, Farooq et al, 2017 ) and first-party justice ( Chen and Khuangga, 2021 ), while external CSR caters to CSR activities, such as charitable donations, environmental protection investment, and customer care ( third-party justice ), more concerned with society, the environment, and business partners ( Deng et al, 2019 ).…”

Section: Caveatsmentioning

confidence: 99%

“…In their investigation, Cao et al (2023) posited that the CSR gap leads to employees’ perceptions of injustice , thus reducing the firm’s efforts and damaging firm performance. Specifically, the authors argue that CSR disclosure of information about an organization’s activities (investments) and the interpretation of such data by employees as an injustice can amplify the negative impact of the CSR gap.…”

Section: Caveatsmentioning

confidence: 99%

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The interplay between ethics, justice, corporate social responsibility, and performance management sustainability

Tziner,

Persoff

2024

Front. Psychol.

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In the increasingly volatile 21st century globalized and interconnected business landscape, organizations face increasing scrutiny concerning their ethical behavior, social responsibilities, and overall performance. This paper looks at some of the factors that link the notions of ethics, justice, and Corporate Social Responsibility (CSR), with an eye to their theoretical underpinnings and complexities and their relationship to the efficient and sustainable operation of Sustainable Performance Management (with special emphasis on CSR). Drawing on theoretical foundations and empirical evidence, we provide practical recommendations for organizations to promote ethics, justice, CSR, and effective and sustainable performance management. Suggestions include fostering ethical leadership by modeling ethical behavior and promoting ethical decision-making. We believe that the suggested practical measures may bridge the gap between academic perspectives and the practical realities of ensuring favorable, sustainable, work climates and work processes.

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Perceived internal corporate social responsibility and employees' proactive behavior: The mediating role of intentions to start personal projects and the moderating role of perceived external prestige

López,

Costa

2024

Human Resource Dev Quarterly

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This study deepens our understanding of the micro‐level processes underlying the relationship between employees' internal corporate social responsibility (CSR) perceptions (perceived internal CSR) and their proactive behavior. Drawing on the self‐regulation and social information processing perspectives, we propose that perceived internal CSR enacts employees' intentions to start personal projects within the organization. We contend that this relationship is contingent upon employees' perceptions of the external prestige of the organization. Additionally, we argue that this interplay influences employees' proactive behavior, specifically innovative and risk‐taking actions. Employing a multimethod approach, comprising a multisource field study involving 640 employee‐supervisor dyads and a two‐by‐two experimental design with 152 respondents, our findings demonstrate a positive association between perceived internal CSR and employees' intentions to start personal projects. This effect is stronger when employees perceive the organization as highly prestigious. As predicted, this interaction positively influences innovative and risk‐taking behaviors. This research provides valuable insights into the nuanced dynamics between internal CSR and proactive behavior, offering implications for scholars and practitioners in human resource development.

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CSR gap and firm performance: An organizational justice perspective

Cited by 22 publications

References 39 publications

Beyond taste: examining sustainable value, perceived CSR and consumer behaviour in the restaurant industry

Beyond taste: examining sustainable value, perceived CSR and consumer behaviour in the restaurant industry

The interplay between ethics, justice, corporate social responsibility, and performance management sustainability

Perceived internal corporate social responsibility and employees' proactive behavior: The mediating role of intentions to start personal projects and the moderating role of perceived external prestige

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