Unattended social wants and corporate social responsibility of leading firms: Relationship of intrinsic motivation of volunteering in proposed welfare programs and employee attributes

Abstract

With accelerated amelioration in service standards and expectations of stakeholders, enterprises need to undertake promising efforts for the real contribution to society. This paper is aimed to build a framework for examination of employee‐specific viability of five proposed philanthropic initiatives that can be launched by large corporations. Matchmaking, marriage arrangement, and poverty alleviation through skill development are discussed for new external corporate social responsibility (CSR) programs, and anti‐sexual harassment awareness campaign at the workplace and assistance to low‐paid workers are projected as doable internal CSR initiatives. This article describes the importance of potential CSR activities with chief emphasis on exploring the impact of intrinsic motivation for volunteering of each proposed CSR program on employee's vital work attitudes. Drawing implications to advance the literature, we have developed the hypotheses that have formulated a testable model. On practical front, our work highlights the crucial need to consider implementation of new CSR programs with effective conceptualization of employee motivation and organizational outcomes.

Give or take? Consumers' ambivalent perspectives on the relationship between a firm's corporate social responsibility engagement and its responsible tax payments

“…The need to consider CSR practices as a set of heterogeneous company actions rather than a monolithic measure is evident in the management literature (Devinney, 2009;Hao, Farooq, & Zhang, 2018;Godfrey, Merrill, & Hansen, 2009;Habel, Schons, Alavi, & Wieseke, 2016;Mason & Simmons, 2011). A number of studies have presented evidence that suggests that consumers' perceptions of CSR engagement are related to CSR domains or categories (Habel, Schons, Alavi, & Wieseke, 2016;Maignan, 2001).…”

“…Various studies have distinguished between external and internal CSR domains (Ailawadi, Neslin, Luan, & Taylor, 2014;Godfrey, Merrill, & Hansen, 2009;Habel, Schons, Alavi, & Wieseke, 2016;Hao, Farooq, & Zhang, 2018). For example, Godfrey, Merrill, and Hansen (2009) distinguish between institutional CSR activities, which refer to CSR practices aimed at a company's secondary stakeholders or society at large, and technical CSR activities, which refer to CSR practices aimed at primary stakeholders.…”

CSR-related competitiveness and legitimacy in MSMEs

“…Thus, firms must identify and work on those aspects that contribute to better market positioning (Marín et al, 2012;Calabrese et al, 2013;Boulouta & Pitelis, 2014;Delgado Ferraz and Gallardo-Vázquez, 2016;Madorran & García, 2016;Gallardo-Vázquez et al, 2019a, 2019bMyšková & Hájek, 2019). The implementation of corporate social responsibility (CSR) strategies is crucial given the numerous benefits that CSR initiatives offer companies (Pivato et al, 2008;Farooq et al, 2017;Li et al, 2017;Martínez-Conesa et al, 2017;Abdelmotaleb et al, 2018;Hao et al, 2018;Platonova et al, 2018;Myšková & Hájek, 2019). CSR is not a new or recent strategic tool since ISSN 2071-789X…”

CSR and societal change in international financial markets of Africa

“…The company has CSR at the heart of the people by providing healthy and high-quality foods for customers. In 1906 of the commencement of business, Kellogg claims that the success and growth of the company was as a result of engaging in CSR activities by strategizing and linking its business operations with socially and ethical responsibilities like "investing in and enriching our communities", "encouraging employee volunteerism," [22] as well as a "commitment to being a good corporate citizen" [23] .…”