Examining the Internal Aspect of Corporate Social Responsibility (CSR): Leader Behavior and Employee CSR Participation

Chen, Yi-Ru Regina; Hung‐Baesecke, Chun‐Ju Flora

doi:10.1080/08824096.2014.907148

Cited by 64 publications

(64 citation statements)

References 24 publications

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“…Corporate social responsibility (CSR) has become a strategic imperative for an organization's sustainability as the concept of CSR has evolved to become a sustainable co-development facet with society [1]. With its growing significance, studies have attempted to highlight the positive effects of CSR on businesses and organizations.…”

Section: Introductionmentioning

confidence: 99%

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Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

Chung

Yang

2016

Sustainability

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This study investigated the moderating effects of person-corporate social responsibility (CSR)-fit for the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment. The study was conducted in South Korea and sampled 393 full-time employees from several conglomerates. The study found CSR participation to be positively related with job satisfaction, organizational identification, and organizational commitment. Furthermore, person-CSR fit significantly moderated the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment. These findings suggest that CSR participation positively affects organizational outcomes and that person-CSR fit enhances the relationships between CSR participation and the organizational outcomes. Therefore, the study suggests the importance of CSR participation and person-CSR fit in CSR initiatives, as CSR participation and person-CSR can promote a healthy work environment.

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Section: Introductionmentioning

confidence: 99%

“…Employee CSR participation is important in that it can make CSR a part of an organization's actions derived from its culture or values rather than an outcome of external pressure [1]. Furthermore, organizations are dependent on employee responsiveness to and participation in CSR for the effective delivery of CSR activities [11].…”

Section: Csr and The Employeementioning

confidence: 99%

Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

Chung

Yang

2016

Sustainability

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“…Additionally, when employees participate in the decision-making process, they are more probable to feel confident that their interests are being expressed in the actions of the company (Chen and Hung-Baesecke, 2014). The involvement of employees will enable them to invest in the things that they consider important and that would ultimately benefit them (Stawiski et al, 2010).…”

Section: Participative Leadership and Csr Perceptionsmentioning

confidence: 99%

Participative Leadership and Organizational Identification in SMEs in the MENA Region: Testing the Roles of CSR Perceptions and Pride in Membership

2017

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“…These individuals affect whether firms choose to engage in CSR, as well as the types of CSR interventions organizations subsequently pursue. The behavior of leadership is subsequently seen to set boundary conditions for employee CSR engagement with the performance and communication of leaders able to influence employee participation (Chen and Hung-Baesecke 2014).…”

Section: Csr At the Organizational Levelmentioning

confidence: 99%

“…Consequently, by matching words with deeds, leaders showcase their CSR actions as role models, proving their belief in the value of such actions and advocating them to employees (Chen and Hung-Baesecke 2014).…”

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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Examining the Internal Aspect of Corporate Social Responsibility (CSR): Leader Behavior and Employee CSR Participation

Cited by 64 publications

References 24 publications

Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

Participative Leadership and Organizational Identification in SMEs in the MENA Region: Testing the Roles of CSR Perceptions and Pride in Membership

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

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