Journal ArticleDOI
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.read more
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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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The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance
TL;DR: In this article, the authors examined the linkages between systems of high performance work practices and firm performance and found that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short and long-term measures of corporate financial performance.
Journal ArticleDOI
The Impact Of Human Resource Management Practices On Turnover, Productivity, And Corporate Financial Performance
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