Employees’ voice behavior in response to corporate social irresponsibility (CSI): The role of organizational identification, issue perceptions, and power distance culture

Abstract

While extensive literature has examined the role of employees in corporate social responsibility (CSR), little is known about employees’ role in corporate social irresponsibility (CSI). The current study aims to examine the voice behaviors of employees generated around the issue of CSI. Two online surveys were administered to full-time employees by using two different scenarios involving CSI situations: environmental and diversity issues. The results of the study identified employees’ pre-established organizational identification as a critical cross-situational factor that influenced their CSI perceptions. In addition, employees’ situational perceptions of CSI – how they perceive CSI as a serious problem, their sense of connection to the situation, and their perceived constraints in solving the situation – played critical roles in motivating them to engage in voice behavior. Furthermore, the level of power distance culture within an organization significantly moderated the relationship between employees’ CSI perceptions and voice behavior. By incorporating organizational identification literature and public relations theory in the context of CSI communication and management, this study provides theoretical and practical implications.