Corporate image: Employee reactions and implications for managing corporate social performance [Book Review]
Journal of Business Ethics 16 (4):401-412 (1997)
Abstract |
Corporate image is a function of organizational signals which determine the perceptions of various stakeholders regarding the actions of an organization. Because of its relationship to the actions of an organization, image has been studied as an indicator of the social performance of the organization. Recent research has determined that social performance has direct effects on the behaviors and attitudes of the organization's employees. To better understand these effects, this study develops and empirically tests a model which links corporate leaders' actions, employees' perceptions of corporate image, and the employees' level of association with the organization. The effects of managing the social environment of an organization on its employees' perceptions of image, attitudes, and intended behaviors are discussed.
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Keywords | Philosophy Ethics Business Education Economic Growth Management |
Categories | (categorize this paper) |
DOI | 10.1023/A:1017989205184 |
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Corporate Social Responsibility: Review and Roadmap of Theoretical Perspectives.Jędrzej George Frynas & Camila Yamahaki - 2016 - Business Ethics: A European Review 25 (3):258-285.
The Impact of Board Diversity and Gender Composition on Corporate Social Responsibility and Firm Reputation.Stephen Bear, Noushi Rahman & Corinne Post - 2010 - Journal of Business Ethics 97 (2):207 - 221.
Corporate Social Responsibility and Resource-Based Perspectives.Manuel Castelo Branco & Lúcia Lima Rodrigues - 2006 - Journal of Business Ethics 69 (2):111-132.
How Corporate Social Responsibility Influences Organizational Commitment.Duygu Turker - 2008 - Journal of Business Ethics 89 (2):189-204.
The Impact of Corporate Social Responsibility on Organizational Commitment: Exploring Multiple Mediation Mechanisms. [REVIEW]Omer Farooq, Marielle Payaud, Dwight Merunka & Pierre Valette-Florence - 2014 - Journal of Business Ethics 125 (4):1-18.
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