How changes in work structure influence employees’ perceptions of CSR: millionaire managers and locked-out laborers

Abstract

ABSTRACTCorporate social responsibility (CSR) is widely understood as the various activities corporations engage in to meet stakeholder demands and demonstrate fit in society. Often employees are positioned as the beneficiaries of corporate largesse and worker recruitment and retention are offered as rationale for CSR activities. The voice of the employee, however, is noticeably missing from the CSR literature. This study uses a case study approach to explore how locked-out union workers define CSR. We conducted 51 semi-structured interviews and analyzed 27 secondary data sources. The results suggest that workers fuse together economic and ethical responsibilities to develop a portrait of their employer's CSR. Workers defined CSR as an economic/ethical responsibility that is intimately tied to a set of explicitly and implicitly communicated values. Our analysis exposed four additional dimensions that informed employees’ understanding of CSR: reciprocity, fair treatment, economic justice, and organizational structure. Propositions for future research and practical implications are offered based on the findings.