When Does Corporate Social Responsibility Reduce Employee Turnover? Evidence from Attorneys Before and After 9/11

Carnahan, Seth; Kryscynski, David; Olson, Daniel

doi:10.5465/amj.2015.0032

Cited by 175 publications

(163 citation statements)

References 69 publications

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“…In particular, Burbano (), and Frank and Smith () show that employees are willing to accept lower wages in order to work for socially responsible firms. Similarly, CSR can positively influence employees' decision to stay with the company despite experiencing a tragic event (Carnahan, Kryscynski, and Olson, ) or a pay cut (Bode, Singh, and Rogan, ). Moreover, Burbano, Mamer, and Snyder () suggest that, by offering pro bono work opportunities to their junior associates, law firms can observe their talent and ultimately promote the most talented ones.…”

Section: Discussionmentioning

confidence: 99%

Corporate social responsibility as an employee governance tool: Evidence from a quasi‐experiment

Flammer

Luo

2016

Strategic Management Journal

387

241

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Research summary: This study examines whether companies employ corporate social responsibility (CSR) to improve employee engagement and mitigate adverse behavior at the workplace (e.g., shirking, absenteeism). We exploit plausibly exogenous changes in state unemployment insurance (UI) benefits from 1991 to 2013. Higher UI benefits reduce the cost of being unemployed and hence increase employees' incentives to engage in adverse behavior. We find that higher UI benefits are associated with higher engagement in employee‐related CSR. This finding suggests that companies use CSR as a strategic management tool—specifically, an employee governance tool—to increase employee engagement and counter the possibility of adverse behavior. We further examine plausible mechanisms underlying this relationship. Managerial summary: This study examines whether companies employ corporate social responsibility (CSR) to improve employee engagement and mitigate adverse behavior at the workplace (e.g., shirking, absenteeism). We find that companies react to increased risk of adverse behavior by strategically increasing their investment in employee‐related CSR (e.g., work‐life balance benefits, health and safety policies). Our findings have important managerial implications. In particular, they suggest that CSR may help companies motivate and engage their employees. Hence, companies dealing with employees that are unmotivated, regularly absent, or engage in other forms of adverse behavior, may find it worthwhile to design and implement effective CSR practices. Further, our findings suggest that CSR can be used as employee governance tool. Accordingly, managers could benefit from integrating CSR considerations into their strategic planning. Copyright © 2015 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 99%

Corporate social responsibility as an employee governance tool: Evidence from a quasi‐experiment

Flammer

Luo

2016

Strategic Management Journal

387

241

View full text Add to dashboard Cite

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“…Recent retention studies have complemented these efforts by demonstrating that workers' voluntary engagement in corporate social initiatives helps increase, or maintain, retention rates in business ventures (Bode, Singh, & Rogan, 2015;Carnahan, Kryscynksi, & Olson, 2017). Therefore, management research has begun to highlight the attraction of pro-bono activities across firms (Carnahan et al, 2017) and the need to better understand the relationship between corporate social initiatives and workforce retention (Bode et al, 2015;Grant, 2012).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Successful retention has been commonly subjected to analyses of the role of organizational culture (Sheridan, 1992), financial rewards (Campbell, Ganco, Franco, & Agarwal, 2012), organizational tenure (Chen, Ployhart, Thomas, Anderson, & Bliese, 2011), and the legal enforcement of intellectual property (Agarwal, Ganco, & Ziedonis, 2009). Recent retention studies have complemented these efforts by demonstrating that workers' voluntary engagement in corporate social initiatives helps increase, or maintain, retention rates in business ventures (Bode, Singh, & Rogan, 2015;Carnahan, Kryscynksi, & Olson, 2017). Therefore, management research has begun to highlight the attraction of pro-bono activities across firms (Carnahan et al, 2017) and the need to better understand the relationship between corporate social initiatives and workforce retention (Bode et al, 2015;Grant, 2012).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Volunteer Retention in Prosocial Venturing: The Role of Emotional Connectivity

Farny

Kibler

Hai³

et al. 2018

Entrepreneurship Theory and Practice

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This study develops an understanding of the role of emotional connectivity for volunteer retention in prosocial business venturing. By embedding it in organizational ambivalence theory, our analysis of four volunteer-dependent community ventures reveals two mechanisms through which entrepreneurs strengthen volunteers' emotional connectivity. We first identify emotion-focused practices that form volunteers' emotional attachment to the venture, and then demonstrate how duality-focused practices, in the form of managing inherent organizational duality, complement emotion-focused practices to foster volunteers' emotional loyalty to the venture. Theorizing from our findings, we introduce a model of managing volunteers' emotional connectivity, and conclude by discussing its implications for prosocial venture research on volunteerism and affective commitment.

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“…This database has been used in recent research (e.g., Carnahan, Kryscynski, & Olson, 2016;Mansour et al, 2012;Yun et al, 2015). For more details see the Supplemental Material.…”

Section: Gender Identificationmentioning

confidence: 99%

Gender of Personality and Individual Differences (PAID) contributors: An analysis of recent years (2008–2016)

González-Álvarez

2017

Personality and Individual Differences

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This study aims to identify the gender of researchers who published in Personality and Individual Differences (PAID) during the 2008-2016 period. Of a total of 12,137 authorships, gender could be identified in 11,023 (90.8%). Results show a slight gender imbalance in favor of men that tends to diminish throughout the years, almost reaching parity in the last three years. Data show that: a) gender asymmetry is greater in the number of authorships than in the number of authors (individuals), partly because men tend to publish in a wider range of years during the period studied; b) men are relatively overrepresented in the last (senior) position of the author by-line; and c) in relative terms, women tend to be concentrated in the last years of the period studied. Taken together, these three points suggest that age probably plays a role in the (slight) gender imbalance, as observed in other scientific fields. Regarding the scientific impact of contributors, no gender differences were found in the number of citations received.

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When Does Corporate Social Responsibility Reduce Employee Turnover? Evidence from Attorneys Before and After 9/11

Cited by 175 publications

References 69 publications

Corporate social responsibility as an employee governance tool: Evidence from a quasi‐experiment

Corporate social responsibility as an employee governance tool: Evidence from a quasi‐experiment

Volunteer Retention in Prosocial Venturing: The Role of Emotional Connectivity

Gender of Personality and Individual Differences (PAID) contributors: An analysis of recent years (2008–2016)

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