Abstract
In the contemporary business environment where business ethics is critical for organizational performance, the importance of corporate social responsibility (CSR) is increasing. By investigating the mechanism of the effects of CSR on counterproductive work behavior (CWB), the present study suggests that CSR decreases negative employee behavior. Based on social identity theory and context-attitude-behavior framework, this research examines the underlying process and its contingent factor of the association between CSR and CWB. Specifically, this study hypothesizes that CSR decreases CWB by enhancing employees’ organizational identification and that moral identity positively moderates the relationship between CSR and organizational identification. Using three-wave online survey data from 368 employees in Korean firms, this paper tested our hypotheses by conducting moderated mediation analysis with structural equation modeling. The results showed that CSR is negatively related to CWB through organizational identification and that moral identity positively moderates the relationship between CSR and organizational identification. The current study’s findings have crucial theoretical and practical implications in CSR literature.
Highlights
As corporate ethics has emerged as a critical issue for business, researchers and practitioners have paid attention to corporate social responsibility (CSR) [1,2,3]
The results of the chi-square difference test indicates that the full mediation model (χ2 = 263.129; CFI = 0.956; TLI = 0.944; RMSEA = 0.045) has a better fit than the partial mediation model (χ2 = 262.377; CFI = 0.956; TLI = 0.944; RMSEA = 0.045), meaning that CSR influences the level of counterproductive work behavior (CWB) indirectly
CSR increases the level of organizational identification (OI) (β = 0.452, p < 0.001), supporting Hypothesis 1, and OI diminishes the level of CWB
Summary
As corporate ethics has emerged as a critical issue for business, researchers and practitioners have paid attention to corporate social responsibility (CSR) [1,2,3]. There have been many studies on the influence of CSR on organizational outcomes, the results remain inconclusive [2,9,10]. Other scholars have criticized that using resources to carry out social responsibilities tends to decrease operational efficiency since it functions as a “cost” [13,14]. To address this controversy, researchers have conducted several works on the intermediating mechanisms and their contingent factors in the CSR-organizational-outcomes link [7,13,15,16,17]
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