Employee Attributions of Corporate Social Responsibility as Substantive or Symbolic: Validation of a Measure

Donia, Magda; Sirsly, Carol‐Ann Tetrault; Ronen, Sigalit

doi:10.1111/apps.12081

Cited by 65 publications

(99 citation statements)

References 86 publications

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“…Donia et al . ; El Akremi et al . ) can support the production of more comparable findings across studies.…”

Section: Discussion and Research Avenuesmentioning

confidence: 99%

“…Similarly, Donia et al . () report a negative impact of employees’ perceptions that the organization adopts CSR practices for self‐serving purposes on their affective commitment, relationship quality with leaders, and perceptions of the extent to which the organization values their contributions or cares about their well‐being. Thus, investing in CSR initiatives that employees are likely to attribute to self‐serving corporate motives might harm the employee–organization exchange relationship and subsequent work outcomes.…”

Section: Exchange‐related (Performing) Tensionsmentioning

confidence: 99%

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The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

Maon

Vanhamme

Roeck

et al. 2019

Int J Management Reviews

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With a review of literature on corporate social responsibility (CSR) and its micro‐level impacts, this paper proposes an integrative framework to map undesirable relational outcomes of CSR activities on internal (employees) and external (customers) stakeholders. By adopting a paradox‐based perspective, the authors determine that unexpected, adverse stakeholder reactions to CSR are driven primarily by either performing or belonging tensions, related to exchange‐ and identity‐based stakeholder concerns, respectively. Specifically, contextual and personal influences can trigger and explain undesirable relational outcomes of CSR. On this basis, this paper offers a research agenda for developing a more refined understanding of CSR‐related tensions and a more nuanced perspective on the business case for CSR.

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“…Donia et al . ; El Akremi et al . ) can support the production of more comparable findings across studies.…”

Section: Discussion and Research Avenuesmentioning

confidence: 99%

Section: Exchange‐related (Performing) Tensionsmentioning

confidence: 99%

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

Maon

Vanhamme

Roeck

et al. 2019

Int J Management Reviews

View full text Add to dashboard Cite

show abstract

“…In particular, findings indicate that employee CSR perceptions, particularly those of disengaged employees, are influenced by whether or not organizational motives appear to be symbolic or substantive. Symbolic, profit-driven, or selfinterested attributions relate to motives that are about helping the firm increase its own welfare, whereas substantive, selfless, or benevolent attributions relate to motives that have the ultimate goal of genuinely doing good (Du et al 2007;Donia et al 2016).…”

Section: Employee Perceptions Of Organizational Csrmentioning

confidence: 99%

“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility

2018

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Corporate social responsibility (CSR) has been linked with numerous organizational advantages, including recruitment, retention, productivity, and morale, which relate specifically to employees. However, despite specific benefits of CSR relating to employees and their importance as a stakeholder group, it is noteworthy that a lack of attention has been paid to the individual level of analysis with CSR primarily being studied at the organizational level. Both research and practice of CSR have largely treated the individual organization as a "black box," failing to account for individual differences amongst employees and the resulting variations in antecedents to CSR engagement or disengagement. This is further exacerbated by the tendency in stakeholder theory to homogenize priorities within a single stakeholder group. In response, utilizing case study data drawn from three multinational tourism and hospitality organizations, combined with extensive interview data collected from CSR leaders, industry professionals, engaged, and disengaged employees, this exploratory research produces a finer-grained understanding of employees as a stakeholder group, identifying a number of opportunities and barriers for individual employee engagement in CSR interventions. This research proposes that employees are situated along a spectrum of engagement from actively engaged to actively disengaged. While there are some common drivers of engagement across the entire spectrum of employees, differences also exist depending on the degree to which employees, rather than senior management, support corporate responsibility within their organizations. Key antecedents to CSR engagement that vary depending on employees' existing level of broader engagement include organizational culture, CSR intervention design, employee CSR perceptions, and the observed benefits of participation.

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“…Besides, other authors also argued that the actual psychological mechanism through which CSR leads to important organizational outcomes is still unknown (Bauman & Skitka, 2012;Glavas, 2016). For example, studies underlined the need for such models and mechanisms which can test and identify the negative reactions of CSR (Rupp & Mallory, 2015;Donia, Sirsly & Ronen, 2017).…”

Section: Introductionmentioning

confidence: 99%

Understanding Internal, External and Relational Attributions in Reaction to Corporate Social Responsibility

Ahmad¹

2017

BER

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Employee Attributions of Corporate Social Responsibility as Substantive or Symbolic: Validation of a Measure

Cited by 65 publications

References 86 publications

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility

Understanding Internal, External and Relational Attributions in Reaction to Corporate Social Responsibility

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