How Does CSR Promote Value Co-creation and Well-being? A Multi-stakeholder Model of Ethical Values

Abstract

This study aims to investigate how corporate social responsibility (CSR) promotes employees’ value co-creation (EVCC) through altruistic and egoistic ethical perception, and how EVCC and employees’ well-being (EWB) influence customers’ value co-creation (CVCC) and customers’ well-being (CWB). Adopting hierarchical linear modeling (HLM) with 875 valid samples from 35 CSR-leading companies in Taiwan, this study suggests that both the altruistic and egoistic values of supervisors influence CSR. Our finding reveals that employees’ perceptions of the organizational ethical climate influences their individual ethical values, typically altruistic and egoistic values, which also influence their value co-creation, and thereby provide them with well-being. Meanwhile, those employees experiencing well-being will influence CVCC through their interaction with them, and thereby promote the customers’ well-being (CWB). Our results integrate both the organizational and individual levels, and provide important implications for CSR and value co-creation literature.