Getting paid to be good: How and when employees respond to corporate social responsibility?

John, Albert; Qadeer, Faisal; Shahzadi, Gulnaz; Jia, Fu

doi:10.1016/j.jclepro.2019.01.074

Cited by 89 publications

(142 citation statements)

References 66 publications

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“…Some recent studies on CSR shed light on the importance of middle managers for data collection in contrast to top managers [42], since middle managers act as a bridge between top managers and operational level employees while participating in the formulation and implementation of organizational strategies. This research employed multi-level and time-lagged data, which is a desirable research design in CSR research [5,7]. In survey research, one-time data collection for criterion and predictor variables may cause measurement context effect or method bias [43].…”

Section: Methodsmentioning

confidence: 99%

“…These positive impacts include employees' positive perceptions towards their companies' CSR and employees' organizational citizenship behavior [1], job satisfaction [2] and organizational identification [3]. In addition, there has been a recommendation to consider employees while developing social sustainability measures [4] and dedication of], as well as increased focus on special issues involving micro-CSR from organization behavior and human resource management journals [5]. However, this debate remains incomplete in various ways.…”

Section: Introductionmentioning

confidence: 99%

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Corporate Social Responsibility and Employees’ Negative Behaviors under Abusive Supervision: A Multilevel Insight

et al. 2020

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This study attempts to advance the current research debate on corporate social responsibility (CSR) at the micro-level by empirically examining the effect of perceived CSR on employee behaviors such as turnover intention and workplace deviance with the mediation mechanism of organizational identification. The boundary condition of group-level abusive supervision also enhances the novelty of this research. Social identity theory is used for hypotheses development. Multilevel data is collected from 410 middle managers working in thirteen commercial banks in Pakistan by conducting three surveys with temporal breaks. Our results suggest that employees’ perceived CSR is statistically and inversely related to their turnover intention and deviant behavior, along with the mediation mechanism of organizational identification. Further, this relationship is weakened with the moderation of abusive supervision. Specifically, our findings indicate that employees’ positive CSR perceptions minimize their undesired workplace behaviors through the mediation of organizational identification. But this effect becomes less effective with the contingency of abusive supervision. Our results reveal several means by which organizations can manage their CSR initiatives and human resources, for instance by concentrating on abusive supervision while evaluating their employees’ behavior.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Corporate Social Responsibility and Employees’ Negative Behaviors under Abusive Supervision: A Multilevel Insight

et al. 2020

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“…The first is intrinsic motivation: driven by moral responsibility and altruism, an enterprise is willing to selflessly serve the public and take on more CSR activities (Graafland and Mazereeuw-Van der Duijn Schouten, 2012). The second is extrinsic motivation: the enterprise is self-centered with regards to CSR activities such as a self-service or strategic action, and expects to obtain economic or other benefits (Arena et al, 2018;Castro-González et al, 2019;He, Z. et al, 2018;John et al, 2019;Lau et al, 2018;Siueia et al, 2019;Xie et al, 2017). The third motivation concerns with stakeholder and legitimacy：to meet the expectations of both stakeholders and public to gain legitimacy (Momin and Parker, 2013).…”

Section: Motives Consequences and Hypocrisy Of Csrmentioning

confidence: 99%

Lie of the weak: Inconsistent corporate social responsibility activities of Chinese zombie firms

Han

Lubrano

et al. 2020

Journal of Cleaner Production

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This study investigates the differences between zombie firms and non-zombie firms in corporate social responsibility activities such as reporting, disclosure and fulfillment. Using Chinese listing company data collected from 2009 to 2016, we apply a three stage model with a double Heckman correction to deal with potential self-selection/endogeneity bias and to measure the differences consistently. We found that zombie firms are less willing to release standalone corporate social responsibility reports than non-zombie firms. Among companies that release standalone corporate social responsibility reports, the corporate social responsibility disclosure of zombie firms is at least not worse than non-zombie firms, but the corporate social responsibility fulfillment is significantly lower. We conclude from this gap between disclosure and fulfillment to the hypocritical behavior of zombie firms, due to the absence of control in corporate social responsibility. We suggest that government should enhance supervision over zombie firms' corporate social responsibility activities and subsidies towards them in order to lower their economic damage. Supplementary analyses provide some clues concerning the heterogeneity of inconsistence in term of external support characteristics, ownership and censorship which require further studies.

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“…First, intrinsic inspiration compelled by altruism and moral concern which is embedded in firm values to serve the public voluntarily (Graafland & Mazereeuw‐van der Duijn Schouten, 2012). Second inspiration arises out of extrinsic benefits that CSR strategies can lead to enhanced firm's competitiveness and legitimacy in the market which translates into economic gains (Arena, Azzone, & Mapelli, 2018; John, Qadeer, Shahzadi, & Jia, 2019; Xie, Jia, Meng, & Li, 2017). Third, CSR motivations are driven by demand from outside stakeholders such as the general public, NGOs, and government (Momin & Parker, 2013).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

CSR permanency, family ownership, and firm value: Evidence from emerging economies

Noor

Saeed

Baloch

et al. 2020

Corp Soc Responsibility Env

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Prior research suggests that undertaking corporate social responsibility (CSR) activities affect firm value. We extend this line of research by considering CSR activities over a longer period (a consistent CSR behavior) and examine the impact of CSR permanency on firm value. Using a cross‐country sample of 600 top‐listed firms from four leading emerging economies, Brazil, Russia, India, and China (BRIC) over the period 2010–2018, we find that CSR permanency positively impacts firm value after controlling for various firm and country characteristics. This effect is observed more pronounced for family‐owned firms. Additional analysis reveals that permanent CSR activities in both social and environmental dimensions positively influence firm value, however, CSR permanent activities in the social dimension exert a larger impact on firm value. Our results make important contributions to theory and practice.

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Getting paid to be good: How and when employees respond to corporate social responsibility?

Cited by 89 publications

References 66 publications

Corporate Social Responsibility and Employees’ Negative Behaviors under Abusive Supervision: A Multilevel Insight

Corporate Social Responsibility and Employees’ Negative Behaviors under Abusive Supervision: A Multilevel Insight

Lie of the weak: Inconsistent corporate social responsibility activities of Chinese zombie firms

CSR permanency, family ownership, and firm value: Evidence from emerging economies

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