Measuring corporate social responsibility: A critical review of survey instruments

This study examines the influences of cross‐country institutional pressures on multinational enterprises' corporate social responsibility (CSR). Building on institutional and stakeholder theory, we propose that different formal and informal environments have direct impacts on firm CSR. Specifically, we investigate informal institutions as they relate to self‐transcendent and self‐enhancement values. We propose that the firm's consideration of multiple stakeholder expectations moderates these complex formal and informal institutional relationships. Utilizing hierarchical linear modeling, this study analyzes institutional constraints on nearly 1,000 firms in 47 different countries. The empirical results reveal that informal values that are aligned with the firm's strategies and stakeholder desires have a strong impact on firms' CSR actions. Multiple stakeholder consideration strengthens this important relationship. These findings provide insight on how managers can utilize informal institutions to meet the global challenge of satisfying profit needs and still maintain social responsibility.

Section: Formal and Informal Institutional Constraintsmentioning

confidence: 99%

Formal and informal institutional pressures on corporate social responsibility: A cross‐country analysis

Tolmie

Lehnert

Zhao

2019

“…Practitioners and scholars have been paying increased attention to the issue of ethics, morality, and sustainability in business, with most organizations responding with environmental and social initiatives (Carroll, ). Corporate social responsibility (CSR) is considered crucial for business success (Carvalho, Sen, de Oliveira, & de Lima, ) and part of the organization's strategy in order to achieve competitive advantage (Latif & Sajjad, ). The European Commission defined CSR as “the responsibility of enterprises for their impact on society” (European Comission, ).…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility and employee performance: Mediation role of job satisfaction and affective commitment

Story

Castanheira

2019

The positive impact of corporate social responsibility (CSR) practices has been recognized over the past years. Recently, research has looked into the impact of CSR practices on employee behavior demonstrating positive results. Drawing from a sample of 190 supervisor-subordinate dyads, we studied the relationship between perceived CSR practices (external and internal) and employee performance (supervisor-rated) and two mechanisms that explain this relationship. Specifically, we studied if this relationship was mediated by employees' job satisfaction and affective commitment. Results indicate that there is a direct link between perceptions of external CSR and performance and that job satisfaction partially mediates this relationship.Also, perceptions of internal CSR are related to higher performance via job satisfaction, supporting full mediation. On the other hand, although both internal and external CSR were related to affective commitment, affective commitment did not act as a mediator for the CSR-performance relationship. Implications for practice and limitations of this study conclude the article.

“…Globally, all types of organizations have been accepting CSR as a corporate practice (Buertey, Sun, Lee, & Hwang, 2020). At present, organizations are considering CSR practices as one of their core strategies to get a competitive advantage in the market (Latif & Sajjad, 2018). The company's CSR initiatives have become the socially acknowledged method to satisfy and please stakeholders like shareholders, customers, and employees.…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility and employee performance: The mediating role of employee engagement in the manufacturing sector of Pakistan

Ali

Haq

Amin³

et al. 2020

Past research proposes that corporate social responsibility (CSR) affects employees' behaviors and attitude. However, the empirical evidence of this claim is limited particularly in the context of eastern developing economies like Pakistan. So, the study in hand is an effort to extend the existing CSR literature by investigating the impact of CSR on employee performance using the lens of social identity theory. Additionally, the study also investigates the intervening role of employee engagement (EE) in the above-mentioned association. To test the proposed model, data were collected from employees of the manufacturing sector in two waves with an interval of 4 weeks. The findings suggest that CSR has a significant impact on employees' performance and engagement. Findings also confirm that EE partially mediates the association of CSR and employee performance. The study concludes with its theoretical and practical implications and directions for future researchers.