Internal corporate social responsibility and leadership effects on voice management and organisational performance: analysis of collaborator perceptions across organisations in Mexico

Abstract

Corporate social responsibility (CSR) has been studied and analysed from multiple perspectives, such as social and economic, and internal and external viewpoints; and increasingly implemented in organisations worldwide, notwithstanding line of business and/or size. Internal corporate social responsibility (iCSR) focuses exclusively on collaborator complexities, including collaborator voice and voice management. Leadership is perhaps the primary source of iCSR principles and practices, or those responsible for internal engagement; they are also in charge of promoting, encouraging and managing collaborator voice; yet, do leadership's traits determine practices regarding collaborator voice encouragement, as well as the latter's influence on organisational performance? This collaborator-centric study describes the relationship between leadership, iCSR, and collaborator voice, as well as collaborator perceptions, across five different types/sizes of socially responsible organisations.