The effect of CSR evaluations on affective attachment to CSR in different identity orientation firms

Abstract

The goal of the present research is to examine the way in which organisational identity orientation and corporate social responsibility (CSR) interact to produce affective attachment and related beneficial behaviours among organisational members. Using a questionnaire, administered in Poland, we show that when CSR activity is viewed as authentic by employees, it leads to affective attachment to the organisation's CSR stance, while an instrumental evaluation is correlated with a negative attachment to the CSR stance. The results suggest that CSR motives are particularly important for organisations with relational and collectivistic identity orientations because of the focus of these organisations on mutual or collective good that can be demonstrated through CSR. The results contribute to social identity literature by establishing a clear relationship between the concepts of identity orientation and CSR and showing that only authentic CSR produces affective attachment and behaviours that benefit the organisation

Culture follows design: Code design as an antecedent of the ethical culture

“…Thus, a code affects a company's ethical culture, which in turn fosters ethical behavior beyond the specific rules stated in the code. Evidence has shown that a company's code of ethics positively affects various elements of corporate culture, such as perceived ethical values (Valentine & Barnett, 2002), organizational commitment (Collier & Esteban, 2007;Fryzel & Seppala, 2016;Valentine & Barnett, 2003), and job satisfaction (Valentine & Fleischman, 2008), all of which contribute to ethical decision making (Craft, 2013;Lehnert, Park, & Singh, 2015). Thus, apart from a code's direct intent to forbid or demand specific actions, it contributes to a positive ethical culture, which is defined as the interplay between formal (e.g., codes) and informal elements (e.g., peer behavior).…”

Corporate social responsibility and employee outcomes: The role of country context

“…Accordingly, while existing studies pay greater attention to other stakeholder groups (see discussion in Morgeson et al, ; Mueller et al, ; Peterson, ; Turker, ), research interest in employees’ perceptions of CSR activities is growing (Brammer, Millington, & Rayton, ; Collier & Esteban, ; Dawkins, Jamali, Karam, Lin, & Zhao, ; Lis, ; Maclagan, ; Peterson, ; Riordan, Gatewood, & Bill, ; Rupp et al, ; Story & Neves, ). Studies have shown that employee reactions to CSR are complex and depend on the type of CSR activities implemented, on employee values and perceptions (De Roeck & Delobbe, ; Fryzel & Seppala, ; McShane & Cunningham, ; Turker, ; Vitell & Paolillo, ), and on corporate contextual factors (Collier & Esteban, ). Existing literature, however, has rarely brought together all of these factors in a single analysis.…”

Do employees value strategic CSR? A tale of affective organizational commitment and its underlying mechanisms

“…The key insight of Phase 1 is that strategy‐CSR fit does have an impact on employees’ AOC, which has not yet been empirically examined in extant literature (e.g., Brammer et al, ; De Roeck & Maon, ; Fryzel & Seppala, ). This constitutes a first step to confirm the value of strategic CSR in micro‐CSR research, as it has significant positive outcomes.…”

“…This is perhaps the main reason why literature has distinguished OI from AOC (e.g., Kim et al, ; Mueller et al, ), despite their similarity. In fact, according to social identity theory, OI is seen as an antecedent to AOC because membership to a respected company can enhance employees’ self‐concept, and through this identification process affect affective organizational commitment (De Roeck & Maon, ; Farooq et al, ; Fryzel & Seppala, ).…”