To Thine Own Self Be True? Employees' Judgments of the Authenticity of Their Organization's Corporate Social Responsibility Program
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 108 (1):81-100 (2012)
Despite recognizing the importance of developing authentic corporate social responsibility (CSR) programs, noticeably absent from the literature is consideration for how employees distinguish between authentic and inauthentic CSR programs. This is somewhat surprising given that employees are essentially the face of their organization and are largely expected to act as ambassadors for the organization’s CSR program (Collier and Esteban in Bus Ethics 16:19–33, 2007 ). The current research, by conducting depth interviews with employees, builds a better understanding of how employees differentiate between authentic and inauthentic CSR programs, and how these judgments influence their perceptions of the organization. We find that employees rely on two different referent standards to form authenticity judgments—the extent to which the image put forth in the CSR program aligns with the organization’s true identity and the extent to which the CSR program itself is developmental. To assess the former, employees draw on cues about resource commitment, alignment between elements of the organization’s CSR program, emotional engagement, justice, and embeddedness. The latter assessments are based on the extent to which the organization adopts a leadership role with regards to its CSR initiatives. We also find that perceived authenticity can lead to positive outcomes such as organizational identification and employee connections. This study contributes to the broad literatures on both CSR and authenticity, as well as more specifically adding to the conversation on authenticity as a potentially valuable lens for enriching business ethics theorizing
|Keywords||Authenticity Corporate social responsibility Employee perceptions Interviews Organizational self Socially constructed standard|
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Citations of this work BETA
R. E. Slack, S. Corlett & R. Morris (2015). Exploring Employee Engagement with Social Responsibility: A Social Exchange Perspective on Organisational Participation. Journal of Business Ethics 127 (3):537-548.
Joana Story & Pedro Neves (2015). When Corporate Social Responsibility Increases Performance: Exploring the Role of Intrinsic and Extrinsic CSR Attribution. Business Ethics: A European Review 24 (2):111-124.
Mads Nordmo & Elisabeth Norman (2016). Perceived Mortality and Perceived Morality: Perceptions of Value-Orientation Are More Likely When a Decision Is Preceded by a Mortality Reminder. Frontiers in Psychology 7.
Fabrizio Zerbini (forthcoming). CSR Initiatives as Market Signals: A Review and Research Agenda. Journal of Business Ethics.
Debbie Haski-Leventhal, Lonneke Roza & Lucas C. P. M. Meijs (forthcoming). Congruence in Corporate Social Responsibility: Connecting the Identity and Behavior of Employers and Employees. Journal of Business Ethics.
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