Employing a time-lagged sample of 371 North American individuals working full time in a wide range of industries, occupations, and levels, we contribute to research on employee outcomes of corporate social responsibility (CSR) attributions as substantive (cause-serving) or symbolic (self-serving). Utilizing a mediated moderation model, our study extends previous findings by explaining how and why CSR attributions are related with work-related attitudes and subsequent individual performance. In support of our hypotheses, our findings indicate that the relationships between CSR attributions and individual performance are mediated through person–organization fit and work-related attitudes. Additionally, when CSR is perceived as important, substantive CSR is positively related to, and symbolic CSR is negatively related to, perception of fit with the organization. These findings contribute toward our understanding of the complex effect CSR has on employees’ work outcomes. Practical implications and future research directions are discussed.

CSR by Any Other Name? The Differential Impact of Substantive and Symbolic CSR Attributions on Employee Outcomes

To stay competitive and viable in today's rapidly evolving and highly hostile market climate, companies need to concentrate more on innovation. In this regard, the specific quality of transformational leadership has been strongly linked to organizational innovativeness. However, the purpose of this study is to examine the relationship between transformational leadership and the innovation behavior of employees. The literature review developed in the current study is fundamentally centered on how transformational leaders value innovation by facilitating organizational learning to foster innovative behavior among employees. Corporate social responsibilities as an organizational level factor that can drive employee attitudes were also examined as a moderating effect in this relationship. The rationale of the relationship of the variables is supported by both transformational leadership theory (TFL) and social exchange theory (SET). Data were collected from corporate social responsibility engaged SMEs operating in Rwanda. Using Cranach’s alpha reliability and validity were tested while structural equation modeling (SEM) was used in analyzing data. The findings of this study intend to fill some gaps in the current literature such as the introduction of CSR in the relationship between top managerial level leadership, organizational learning, and innovation behavior of employees, also introducing SET to explain such important relationship

/pdf/predicting-innovative-work-behaviors-through-1h0m59ptrl.pdf

Predicting innovative work behaviors through transformational leadership: The moderating role of corporate social responsibility

This paper contains a meta-analytic review of 140 research articles and 320 effect sizes to explore how employees' perceptions of internal and external corporate social responsibility (CSR) activities influence an array of work outcomes at three levels (emotional, attitudinal, and behavioral). We aim to discover the underlying psychological and methodological factors affecting this linkage. This study reveals that CSR is more strongly connected with employees' psychological-emotional reactions (i.e., organizational trust and pride) and work attitude (i.e., organizational commitment) rather than work behavior (i.e., organizational citizenship behavior). Although each type of CSR's association with four work outcomes is positive and significant, wide variance exists in effect sizes reported across studies, warranting a search for substantive moderators. Meta-regression and subgroup analyses indicate the moderating effects of specific study-level attributes viz. CSR typology, type of organizational commitment, source & type of organizational citizenship behavior, study design, and other contextual factors. It is found that the CSR-to-employee outcome relationship significantly contrasts across industries, regions, and cultures. This paper enriches the extant micro-CSR literature by emphasizing that CSR can cultivate positive employee sentiments, work attitudes, and behaviors, provided CSR is embedded and integrated innately with sustainable human resource management and core business processes while rising above legal requirements and egocentric motives. Important implications for theorists and managers and potential avenues for future research are conferred in this paper. 

Synthesizing the affinity between employees' internal‐external
 CSR
 perceptions and work outcomes: A meta‐analytic investigation

The study is an investigation of the influence of an organization’s citizenship practices on its employees, in the Indian context. The major objective of the research is to explore and empirically ...

Romina Mathew

Papers

Influence of Corporate Citizenship on Employee Job Attitudes