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Scrooge Posing as Mother Teresa: How Hypocritical Social Responsibility Strategies Hurt Employees and Firms

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TLDR
In this article, the effects of inconsistent external-internal CSR strategies on employee attitudes, intentions, and behaviors are examined. And the authors take a social and moral identification theory view and demonstrate the importance of taking into account the interests of both external and internal stakeholders of the firm when researching and managing CSR.
Abstract
Extant research provides compelling conceptual and empirical arguments that company-external (e.g., philanthropic) as well as company-internal (i.e., employee-directed) CSR efforts positively affect employees, but does so largely in studies assessing effects from the two CSR types independently of each other. In contrast, this paper investigates external–internal CSR jointly, examining the effects of (in)consistent external–internal CSR strategies on employee attitudes, intentions, and behaviors. The research takes a social and moral identification theory view and advances the core hypothesis that inconsistent CSR strategies, defined as favoring external over internal stakeholders, trigger employees’ perceptions of corporate hypocrisy which, in turn, lead to emotional exhaustion and turnover. In Study 1, a cross-industry employee survey (n = 3410) indicates that inconsistent CSR strategies with larger external than internal efforts increase employees’ turnover intentions via perceived corporate hypocrisy and emotional exhaustion. In Study 2, a multi-source secondary dataset (n = 1902) demonstrates that inconsistent CSR strategies increase firms’ actual employee turnover. Combined, the two studies demonstrate the importance of taking into account the interests of both external and internal stakeholders of the firm when researching and managing CSR.

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Beyond dichotomy: the curvilinear relationship between social responsibility and financial performance

TL;DR: In this paper, the authors investigate the relationship between financial and social performance in SRI mutual funds and find a curvilinear relationship, suggesting that two long-competing viewpoints may be complementary.
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Understanding employees' responses to corporate social responsibility: mediating roles of overall justice and organizational identification

TL;DR: In this paper, the authors examined the impact of two aspects of an organisation's socially responsible behaviours, i.e., employees' perceptions of CSR initiatives directed at internal and external stakeholders, on employees' job satisfaction, and found that perceived CSR relates positively to job satisfaction through its effects on overall justice perceptions and organizational identification.
Journal ArticleDOI

CEO narcissism and corporate social responsibility: Does CEO narcissism affect CSR focus?

TL;DR: This article investigated the relationship between CEO narcissism and corporate social responsibility (CSR) and found that narcissistic CEOs are more likely to place greater emphasis on externally oriented CSR activities than on internally oriented activities.
Journal ArticleDOI

Offense is the best defense: the impact of workplace bullying on knowledge hiding

TL;DR: The findings of this study can not only complement the existing researches on the influence of negative workplace events on employees’ knowledge hiding behaviors but also strengthen scholars’ attention and understanding of the internal mechanism between workplace bullying and knowledge hiding.
Journal ArticleDOI

Advances in employee-focused micro-level research on corporate social responsibility: situating new contributions within the current state of the literature

TL;DR: In this article, the authors present the articles included in the special thematic symposium on corporate social responsibility and employees and highlight their contributions to the literature, including theoretical and empirical insights provided by the articles.
References
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Journal ArticleDOI

Is high employee turnover really harmful?: An empirical test using company records

TL;DR: In this paper, the authors tested the hypothesis that employee turnover and firm performance have an inverted U-shaped relationship: overly high or low turnover is harmful, while a curvilinear relationship was observed with certainty.
Journal ArticleDOI

The Effects of Perceived Corporate Social Responsibility on Employee Attitudes

TL;DR: In this paper, the authors explore the impact on employee attitudes of their perceptions of how others outside the organization are treated (i.e., corporate social responsibility) above and beyond the impact of how employees are directly treated by the organization.
Journal ArticleDOI

The ‘Catch 22’ of communicating CSR: Findings from a Danish study

TL;DR: In this article, the authors explored the apparent "Catch 22" of communicating Corporate Social Responsibility (CSR) and proposed two models that may help to explain how companies can best communicate about their CSR initiatives.
Journal ArticleDOI

Polynomial Regression with Response Surface Analysis: A Powerful Approach for Examining Moderation and Overcoming Limitations of Difference Scores

Abstract: Polynomial regression with response surface analysis is a sophisticated statistical approach that has become increasingly popular in multisource feedback research (eg, self-observer rating discrepancy) The approach allows researchers to examine the extent to which combinations of two predictor variables relate to an outcome variable, particularly in the case when the discrepancy (difference) between the two predictor variables is a central consideration We believe this approach has potential for application to a wide variety of research questions To enhance interest and use of this technique, we provide ideas for future research directions that might benefit from the application of this analytic tool We also walk through a step-by-step example of how to conduct polynomial regression and response surface analysis and provide all the tools you will need to do the analyses and graph the results (including SPSS syntax, formulas, and a downloadable Excel spreadsheet) Our example involves how discrepancies in perceived supervisor and organizational support relate to affective commitment Finally, we discuss how this approach is a better, more informative alternative to difference scores and can be applied to the examination of two-way interactions in moderated regression
Journal ArticleDOI

Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees

TL;DR: A study involving a Global 500 company found that frontline employees' perceptions of corporate social responsibility (CSR) can contribute to their customer orientation (self-rated) and objective job performance by activating social identification processes as mentioned in this paper.
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