Exploring the direct and indirect effects of CSR on organizational commitment

Abstract

Purpose – The purpose of this study is to investigate the effect of perceived corporate social responsibility (CSR) on employees’ affective commitment through the mediating role of perceived corporate culture. Design/methodology/approach – Data were collected by means of self-administered survey. A total of 379 complete responses were obtained from tourism and hospitality organizations in China. The proposed relationships were tested using structural equation modeling in four nested models. Findings – Results show that CSR to employees and CSR to customers are fully mediated by employee development, harmony and customer orientation of the corporate culture, while CSR to stakeholders is partially mediated. Practical implications – The findings also suggest that the literature should reconsider how CSR initiatives could pinpoint a specific dimension in developing loyal employees. This study also shows that employees are social actors who seek a corporate culture that best suits their self-interest; hence, they are more committed to an organization particularly in respect to employee development and social harmony. Originality/value – This study adds to the literature by showing that not all CSR efforts would directly lead to employee commitment. It shows that the CSR-to-employee and CSR-to-customer dimensions play the most salient roles in nurturing a corporate culture that is perceived to focus on employee development, harmony, customers and innovation.

Corporate social responsibility in tourism and hospitality

“…It is essential to engage both employees and customers in order to co-create meaningful sustainability experiences (Zhang et al, 2012), remembering that both stakeholder groups are motivated by self-interest (Wong & Gao, 2014). Guests, however, are rarely engaged in the design of CSR strategies (Moscardo & Hughes, 2018).…”

“…While customers expect to receive a benefit for themselves from engaging in CSR activities (Wong & Gao, 2014), they are also sceptical about environmental claims for which they recognise an ulterior motive of the hotel, affecting their intention to support the hotel's CSR programme and to revisit the establishment (Rahman, Park, & Chi, 2015). Corporate values impact the consumer's engagement, as well as consumer expectations of different business models: CSR has a positive synergistic effect with service quality for full service airlines and a negative effect for low cost airlines (Seo, Moon, & Lee, 2015).…”

Examining the moderating role of corporate social responsibility in the relationship between socially responsible consumption and quality of work life (QWL) of the staff in Social Security Organization

“…In fact, in treatment department of Social Security Organization of Yazd Corporate Social Responsibility had an impact on employee commitment to the organization. In research by Mortazavi et al (2010), Arndt et al (2015), Anthony and Hong (2014), Peterson (2004), Lee, Seo, and Sharma (2013), this hypothesis has been approved. H 6 : CSR adjusts the effect of CSR on QWL.…”

Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility

“…A pool of research focused on the positive associations between organizational CSR and employee attitudes [51][52][53][54]. Several studies have also shown that consumers have positive evaluations for companies demonstrating CSR activities [55,56].…”