Abstract
Although some previous studies have examined the impact of corporate social responsibility (CSR) on employees in an organization, they have mainly focused on employees’ perceptions or attitudes rather than behaviors. However, in that employees’ behaviors are the direct outcome of the perceptions or attitudes and critically affect organizational outcomes, we need to investigate the impact of CSR on employees’ behaviors. Based on the context-attitude-behavior framework, we investigate the underlying process of the association between CSR and employees’ behavior with a moderated mediation model. Specifically, we hypothesize (1) the intermediating effect of organizational commitment (OC) in the association between CSR and organizational citizenship behavior (OCB) and (2) the contingent role of employees’ perspective taking ability (PT) in the CSR-OC link. Using three-wave survey data from 301 currently working employees in Korea, we found that OC mediates the association between CSR and OCB and that PT can positively moderate the CSR-OC link. Our findings suggest that OC (as an intermediating process) and PT (as a contingent factor) function as important underlying mechanisms to elaborately describe the CSR-OCB link.
Highlights
As a firm’s morality has become a central issue in business activities, it is natural for firms to emphasize the importance of corporate social responsibility (CSR) [1,2,3,4]
While many existing studies have examined the effect of CSR on macro-level organizational outcomes, they tend to underexplore the relationship between CSR and organizational outcomes at the individual level [2,13,14]
To complement the above research gaps, in the present research, we focus on organizational citizenship behavior (OCB) as an important employee behavior
Summary
As a firm’s morality has become a central issue in business activities, it is natural for firms to emphasize the importance of corporate social responsibility (CSR) [1,2,3,4]. While some studies have examined the relationship between CSR and organizational outcomes at the individual level, they have mainly focused on perceptions or attitudes of employees including organizational commitment, organizational identification, and job satisfaction [15,16,17,18,19,20], relatively ignoring employees’ behaviors. When an employee’s perspective taking ability is high, he or she may understand better what the purpose, true intention, and direction of the active CSR activities than an employee with low level of it He or she is likely to sincerely accept the value and purpose of CSR, perceiving that the organization conducts moral actions and provides direct and indirect benefits with him or her via the CSR activities. We investigate the influence of CSR on individual-level outcomes (i.e., employees’ perception, attitudes, and behaviors) by taking a micro-perspective. We examine the elaborate underlying mechanism with a moderated mediation model
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
