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Corporate Social Responsibility and Team Performance: The Mediating Role of Team Efficacy and Team Self-Esteem

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Abstract

This study examines the influence of three components of corporate social responsibility on team performance. In the proposed model of this study, team performance is indirectly affected by three dimensions of perceived corporate citizenship (i.e., economic, legal, and ethical citizenship) via the mediation of team efficacy and team self-esteem. Surveying members of 172 teams confirms most of our hypothesized effects. Our results show that economic citizenship influences team performance via the mediation of both team efficacy and team self-esteem. However, legal citizenship influences team performance via team efficacy alone, whereas ethical citizenship influences team performance only via team self-esteem. We discuss the theoretical and managerial implications of our findings.

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Authors and Affiliations

  1. Institute of Business & Management, National Chiao Tung University, Hsinchu, Taiwan

    Chieh-Peng Lin & Wei-Chi Shih

  2. Rouen Business School, Mont-Saint-Aignan, France

    Yehuda Baruch

  3. Middlesex University, London, UK

    Yehuda Baruch

Authors
  1. Chieh-Peng Lin
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  2. Yehuda Baruch
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  3. Wei-Chi Shih
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Correspondence to Chieh-Peng Lin.

Appendices

Appendix A: Inter-rater reliability

 

Construct

r wg

Team performance

0.998

Team efficacy

0.974

Team self-esteem

0.924

Perceived economic citizenship

0.941

Perceived legal citizenship

0.924

Perceived ethical citizenship

0.907

Perceived discretionary citizenship

0.901

  1. The r wg values above are all larger than the recommended level of 0.70 (James et al. 1984)

Appendix B: SAS program of PA

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Lin, CP., Baruch, Y. & Shih, WC. Corporate Social Responsibility and Team Performance: The Mediating Role of Team Efficacy and Team Self-Esteem. J Bus Ethics 108, 167–180 (2012). https://doi.org/10.1007/s10551-011-1068-6

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  • DOI: https://doi.org/10.1007/s10551-011-1068-6

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