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  1.  17
    Scrooge Posing as Mother Teresa: How Hypocritical Social Responsibility Strategies Hurt Employees and Firms.Sabrina Scheidler, Laura Marie Edinger-Schons, Jelena Spanjol & Jan Wieseke - 2019 - Journal of Business Ethics 157 (2):339-358.
    Extant research provides compelling conceptual and empirical arguments that company-external as well as company-internal 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 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 (...)
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  2.  11
    Frontline Employees as Corporate Social Responsibility (CSR) Ambassadors: A Quasi-Field Experiment.Laura Marie Edinger-Schons, Lars Lengler-Graiff, Sabrina Scheidler & Jan Wieseke - 2019 - Journal of Business Ethics 157 (2):359-373.
    As past research has identified frontline employees as the primary communicators of a company’s CSR, this paper reports on a large-scale quasi-field experiment aimed at gaining a deeper understanding of the levers of successful in-store, point-of-sale, CSR communication. In cooperation with a large international retailer, the authors analyzed the effects of varying in-store CSR communication strategies in 48 unique stores, combining data from a customer survey, company records of customers’ real visits and purchases, and interviews with store managers. Taking into (...)
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    Corporate Purpose and Employee Sustainability Behaviors.C. B. Bhattacharya, Sankar Sen, Laura Marie Edinger-Schons & Michael Neureiter - forthcoming - Journal of Business Ethics:1-19.
    This paper examines the effects of employees’ sense that they work for a purpose-driven company on their workplace sustainability behaviors. Conceptualizing corporate purpose as an overarching, relevant, shared ethical vision of why a company exists and where it needs to go, we argue that it is particularly suited for driving employee sustainability behaviors, which are more ethically complex than the types of employee ethical behaviors typically examined by prior research. Through four studies, two involving the actual employees of construction companies, (...)
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