Journal of Business Ethics 127 (3):537-548 (2015)
Abstract |
Corporate social responsibility is a recognised and common part of business activity. Some of the regularly cited motives behind CSR are employee morale, recruitment and retention, with employees acknowledged as a key organisational stakeholder. Despite the significance of employees in relation to CSR, relatively few studies have examined their engagement with CSR and the impediments relevant to this engagement. This exploratory case study-based research addresses this paucity of attention, drawing on one to one interviews and observation in a large UK energy company. A diversity of engagement was found, ranging from employees who exhibited detachment from the CSR activities within the company, to those who were fully engaged with the CSR activities, and to others who were content with their own personal, but not organisational, engagement with CSR. A number of organisational context impediments, including poor communication, a perceived weak and low visibility of CSR culture, and lack of strategic alignment of CSR to business and personal objectives, served to explain this diversity of employee engagement. Social exchange theory is applied to help explore the volition that individual employees have towards their engagement with CSR activities, and to consider the implications of an implicit social, rather than explicit economic, contract between an organisation and its employees in their engagement with CSR
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DOI | 10.1007/s10551-014-2057-3 |
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References found in this work BETA
Measuring Corporate Social Responsibility: A Scale Development Study.Duygu Turker - 2009 - Journal of Business Ethics 85 (4):411-427.
Personal Values as A Catalyst for Corporate Social Entrepreneurship.Christine A. Hemingway - 2005 - Journal of Business Ethics 60 (3):233-249.
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.
Corporate Social Responsibility and Employee Commitment.Jane Collier & Rafael Esteban - 2007 - Business Ethics 16 (1):19–33.
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Citations of this work BETA
Do Employees Value Strategic CSR? A Tale of Affective Organizational Commitment and its Underlying Mechanisms.Pablo Rodrigo, Claudio Aqueveque & Ignacio J. Duran - 2019 - Business Ethics: A European Review 28 (4):459-475.
Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors.Kenneth De Roeck & Omer Farooq - 2018 - Journal of Business Ethics 151 (4):923-939.
Unpacking the Drivers of Corporate Social Performance: A Multilevel, Multistakeholder, and Multimethod Analysis.Marc Orlitzky, Céline Louche, Jean-Pascal Gond & Wendy Chapple - 2017 - Journal of Business Ethics 144 (1):21-40.
Congruence in Corporate Social Responsibility: Connecting the Identity and Behavior of Employers and Employees.Debbie Haski-Leventhal, Lonneke Roza & Lucas C. P. M. Meijs - 2017 - Journal of Business Ethics 143 (1):35-51.
Corporate Philanthropy as a Context for Moral Agency, a MacIntyrean Enquiry.Helen Nicholson, Ron Beadle & Richard Slack - 2020 - Journal of Business Ethics 167 (3):589-603.
View all 17 citations / Add more citations
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