Internal Corporate Social Responsibility and Multilevel Labour Management in Fishing Organisations: A PLS-SEM Sequential Mediation Model for Sustainable Decent Work

To date, hospitality literature has mainly used an aggregated measure of corporate social responsibility (CSR) to assess hotels' green trust (GT) and green customer behaviour (GCB). The differential impact of internal and external CSR on GT and GCB is crucial as this may lead to different levels of impacts on hotels' environmental performance. This study investigates how internal and external CSR impact customers' GT and GCB. It also investigates how GT mediates the relationship between internal and external CSR and GCB. Using survey data from 304 customers from eight green hotels in Manila and employing the PLS‐SEM technique for analysis, the results show that internal and external CSR positively impact GT and GCB. Moreover, GT mediates the relationship between internal CSR and GCB, but not between external CSR and GCB. This study extends stakeholder theory and the theory of planned behaviour by providing novel insights into how customers' GT and GCB may differ in relation to internal and external dimensions of CSR.

Tourism and hospitality organizations invest heavily in corporate social responsibility (CSR) initiatives, yet employee turnover rates persistently outpace other sectors, suggesting disconnect between CSR design and retention outcomes. Drawing on attribution theory and signaling theory, this study investigates how internal CSR, directed toward employees, and external CSR, directed toward the community, help reduce turnover. Using survey data from 131 exhibition industry workers who reported retrospective employment histories, we employ recurrent-event survival analysis and regression analysis to test direct and mediating pathways. The findings indicate that internal CSR consistently reduces turnover, and that the integration of internal and external CSR creates a synergistic effect that further enhances retention. External CSR influences retention indirectly through affective commitment and organizational citizenship behavior. Internal CSR affects retention more directly. The results offer practical implications for tourism managers seeking to design CSR initiatives that strengthen long-term employee retention.

Chinese clinicians face significant emotional labor challenges due to an imbalance in the doctor–patient ratio, long working hours, high regional work stress, and cultural expectations. While research on the relationship between corporate social responsibility (CSR) and emotional labor has grown, the specific impact of internal versus external CSR remains unclear. This study aims to explore the differential effects of internal and external CSR on emotional labor, organizational identification (OI), and perceived social support (PSS) among Chinese clinicians, providing insights into how these factors interact to affect clinicians’ emotional well-being. We surveyed clinicians in grade 3A public hospitals across China. Using PLS-SEM with Smart-PLS4, we analyzed 350 valid responses to examine the relationships between internal and external CSR, emotional labor, OI, and PSS. Our findings confirmed that internal CSR negatively affects surface acting and positively affects deep acting (DA), indicating that organizational support fosters authentic emotional engagement rather than superficial emotional responses. The mediating role of OI was also validated, with internal CSR enhancing clinicians’ identification with the organization, reducing emotional dissonance. However, external CSR did not significantly affect either surface or DA, suggesting that social responsibility outside the organization may not directly alleviate emotional labor. The moderating role of PSS was only partially supported, with social support buffering some of the negative effects of emotional labor but not all. This study is significant for policymakers and healthcare managers, as it highlights the critical role of internal CSR in reducing emotional labor among clinicians. The findings suggest that organizations should focus on internal social responsibility practices (such as fostering a supportive work environment and enhancing OI ) to reduce surface acting and promote DA. By doing so, hospitals can create a more sustainable work environment for clinicians, improving their well-being and reducing burnout.

The literature examines the impact of firms' corporate social responsibility (CSR) activities on employees' organizational identification without considering that such activities tend to have different targets. This study explores how perceived external CSR (efforts directed toward external stakeholders) and perceived internal CSR (efforts directed toward employees) activities influence employees' organizational identification. In so doing, it examines the alternative underlying mechanisms through which perceived external and internal CSR activities build employees' identification. Applying the taxonomy prescribed by the group engagement model, the study argues that the effects of perceived external and internal CSR flow through two competing mechanisms: perceived external prestige and perceived internal respect, respectively. Further, it is suggested that calling orientation (how employees see their work contributions) moderates the effects induced by these alternative forms of CSR. The model draws on survey data collected from a sample of 414 employees across five large multinationals in Pakistan. The results obtained using structural equation modeling support these hypotheses, reinforcing the notion that internal and external CSR operate through different mediating mechanisms and more interestingly employees' calling orientation moderates these relationships to a significant degree. Theoretical contributions and practical implications of results are discussed in detail.

The company carries out Corporate Social Responsibility (CSR) not only to show concern and contribution to stakeholders, but also to gain competitive advantage which in the long run will improve the company's image and reputation. The majority of previous research results discuss the relationship between CSR and company financial performance, consumer behavior, or its impact on the environment. Not many have studied how employees perceive CSR and its effect on organizational commitment. This research was conducted with the aim of testing the significance of the effect of employee perceptions of internal and external CSR carried out by the company on employee organizational commitment to the organization. The study was conducted using a survey method with employees from two oil and gas companies in Jakarta one foreign privately owned and one nationally owned. From the results of three hypotheses testing based on 264 survey data obtained, it was found that partially, employee perceptions of internal CSR and external CSR by the company significantly affect employee organizational commitment to the organization. The same finding was also obtained when the two independent variables were tested simultaneously on the dependent variable. From the results of the descriptive analysis, it was found that both companies were perceived to have carried out internal CSR very well on the dimensions of Health & Safety and Human Rights Instrument Development, and the dimensions of Environmental Protection for external CSR

We investigate the different mechanisms concerning how employees’ perceptions of external and internal corporate social responsibility (CSR) serve to influence employees’ work engagement. By combining social exchange theory and social identity theory, we implement and examine an integrated moderated mediation framework in which employees’ value orientations (e.g., collectivism or individualism) impact the mediating mechanism between their perceived external and internal CSR, organizational pride and perceived organizational support (POS), and work engagement. This work fills a research gap to examine the indirect relationship between employees’ perceptions of external and internal CSR and work engagement. Using two periods of survey data from 250 working employees in China, we find that employees’ perceptions of external CSR positively influence work engagement via organizational pride. The value of collectivism strengthens the direct effect of employees’ perceptions of external CSR on work engagement, and the indirect effect of employees’ perceptions of external CSR on work engagement via organizational pride. Moreover, employees’ perceptions of internal CSR positively influence work engagement via POS. The value of individualism strengthens the direct effect of employees’ perceptions of internal CSR on work engagement, and the indirect effect of employees’ perceptions of internal CSR on work engagement via POS. The results contribute to both theory and practice.

The recent attention paid to internal corporate social responsibility (ICSR) observed in the academic literature has been paralleled by an increased focus thereof in management, to achieve the United Nations (UN) Sustainable Development Goals (SDGs). A bibliometric examination of the literature on ICSR and a complementary content analysis with ATLAS.ti revealed that the topic was largely neglected until 2014 but has now reached a consolidation stage. The main contribution of this paper was to conceptualize ICSR within the current theoretical paradigm of sustainability. The obtained results demonstrate that sustainable management requires attention to internal practices such as employee well-being and engagement. We anticipate that very soon, organizations will be directly involved in the SDG agenda through ICSR.

The nascent literature around corporate social responsibility (CSR) and human resource management (HRM) suggests considerable involvement of HR in the development and implementation of CSR strategy, but there is a lack of consensus around the extent, contingencies and theoretical assumptions underpinning such an emerging role. This study examines how far and under what circumstances HR is engaged in CSR strategy formulation and implementation. Drawing on data from interviews with 29 HRM and CSR professionals in 16 New Zealand organisations, we found that the CSR–HRM relationship varies according to organisational context, including the stage of CSR development and sector, and according to how far the remit of CSR extends to ‘internal’ as well as ‘external’ considerations. Within a multi-dimensional CSR–HRM relationship and context, HRM is likely to provide considerable strategic and operational input to the development and implementation of ‘internal CSR’, the natural domain of HRM relating to employee development and well-being. Utilising Ulrich’s model of HRM, the analysis also finds evidence of the roles of administrative expert, employee champion and change agent in relation to external CSR, though the focus is more on support than ‘strategic partnership’ in this domain. Hence, the role of HR in CSR is multi-faceted and varies according to organisational contextual factors. The paper concludes with implications for HR management and avenues for further research.

Unpack the relational and behavioral outcomes of internal CSR: Highlighting dialogic communication and managerial facilitation

This study investigates the impact of Corporate Social Responsibility (CSR) activities of a social enterprise on organizational economic and social performance in Korea. CSR initiatives are divided into external CSR and internal CSR where external CSR refers to activities focusing on responsible activities for local communities, natural environments, and customers, and internal CSR activities are activities that employees pursue growth and learning by focusing on building their own human resources. It is worth noting that many publicly traded company in Korea attempt to pursue a competitive advantage through CSR actions and strategically utilize it for organizational success but studies so far show that the impact of CSR activities on organizational performance is mixed at best. These inconsistent effects partially suggest that organizations differ in their ability to strategically utilize CSR activities. Thus, this study adopted and analyzed a microscopic perspective that divides CSR activities into external CSR and internal CSR and examine its link to organizational performance. The purpose of this study is three-fold. We first examine the effect of CSR on organizational performance whether the economic and social performance of social enterprises that engage in external CSR activities are different from those of organizations that do not engage in external CSR activities. Secondly, we investigate the impact of the degree of internal CSR activities on the economic and social performance of the organization. Third, we further explore the possibility of positive synergistic interaction between external CSR activities and internal CSR on organizational performance of social enterprises. The sample of the study were 196 social enterprises selected for participating social progress credit(SPC) program. This study used survey data accumulated for companies selected by the CSES and analyzed based on responses to surveys conducted in 2019 and performance data in 2020. The 2019 survey consists of the same questionnaire as the social value questionnaire conducted on social enterprises certified by the Ministry of Employment and Labor. The survey was conducted by social enterprises selected by the SPC. In general, social enterprises are pre-selected by SPC program based on social performance last year and incentives are paid in February in the following year. Therefore, since the survey conducted between March and April 2019 corresponds to the results of 2019, the economic performance data for 2020 of participating companies were used to measure economic and social performance.

This research paper seeks to investigate the association between internal and external corporate social responsibility (CSR) initiatives and their influence on emotional labor and job satisfaction. Through the exploration of these factors, the study provides valuable insights into the potential advantages of CSR initiatives for both organizations and their employees. Specifically, this research underscores the significance of a holistic CSR strategy that takes into account both internal and external initiatives and their effects on emotional labor and job satisfaction. Ultimately, the aim of this research is to offer practical and actionable recommendations for organizations seeking to strengthen their CSR programs and promote employee satisfaction and retention. Smart PLS 3.0 was used to analyze data collected from 142 employees of a major bank in Pakistan, by using purposive sampling. The results revealed that both Internal and External CSR initiatives have a significant positive impact on job satisfaction. Emotional labor was found to mediate the relationship between CSR and job satisfaction, highlighting the importance of emotional labor management in organizations that prioritize CSR initiatives. The findings of this study have practical implications for organizations in terms of the potential benefits of CSR initiatives for employee well-being and job satisfaction. Theoretical implications based on Social Expectation Theory suggest that employee expectations and perceptions of socially responsible behavior are important factors in shaping employee attitudes and behaviors. The originality of this study lies in its focus on the banking sector in Pakistan and the exploration of the relationship between internal and external CSR initiatives, emotional labor, and job satisfaction. While previous studies have investigated the impact of CSR on employee well-being and job satisfaction, this study contributes to the literature by examining the mediating role of emotional labor in the relationship between CSR and job satisfaction. Additionally, this study uses Smart PLS 3.0, a relatively new method in the field of CSR research, to analyze the data. Overall, the combination of the unique context of the study, the mediating role of emotional labor, and the use of advanced statistical techniques adds to the originality and contribution of this study to the existing literature on CSR and employee well-being.

Although the majority of firms nowadays formulate their strategies based on corporate social responsibility, the current literature in higher learning institutions (HLIs) raises questions about the role of Corporate Social Responsibility (CSR). HLIs are now expected to shift their focus away from philanthropic endeavors and instead transform their strategies by adopting responsible approaches in management practices and service delivery. This study aims to develop and test a conceptual model to investigate whether HLIs adopt and implement a long-term perspective that involves internal stakeholders, specifically employees, in their branding strategies, with the goal of enhancing their positive impact on society. Drawing on existing literature, the study selects indicators of internal CSR and develops a structural model that predicts the causal relationship between internal CSR and university brand evangelism among employees. The statistical analysis technique employed is structural equation modeling, applied to a sample of 477 employees from public universities. The analysis confirms the proposed hypotheses in the conceptual model. Consequently, the results lead to the conclusion that internal CSR acts as a driver of university brand evangelism through the psychological contract fulfillment among employees in HLIs. Based on these findings, the study provides important recommendations and suggests future research areas in the field.

Corporate social responsibility, Green supply chain management and firm performance: The moderating role of big-data analytics capability

This study examines how employees’ responses to incongruent Corporate Social Responsibility (CSR) – where firms prioritize external CSR over internal CSR – are influenced by their collectivism orientations. Specifically, it distinguishes between two forms of collectivism: in-group collectivism, where individuals prioritize the welfare of their immediate group, and institutional collectivism, where individuals prioritize the well-being of the greater collective. Drawing on person-organization fit theory and social identity theory, this study proposes a mediated moderation model. Using survey data of 334 employees from firms in China, the findings reveal that: (1) institutional collectivism weakens, while in-group collectivism intensifies, the positive relationship between incongruent CSR and turnover intention; (2) institutional collectivism’s interaction with incongruent CSR boosts organizational identification, whereas in-group collectivism’s interaction with it hampers organizational identification; and (3) organizational identification mediates the interactive effects of collectivism orientations and incongruent CSR on turnover intention. These findings contribute to a deeper understanding of the role of cultural orientations in shaping employees’ responses to incongruent CSR and the mechanisms underlying these effects.

The corporate social responsibility it is characterized by direct participation in community actions in the region where the company is inserted, so supporting the development of the community in general. Already internal corporate social responsibility has as focus the welfare of its employees and dependents in order to lead them to greater dedication, commitment and loyalty, so reaching the highest productivity and quality of services provided. This study sought to understand the management of social responsibility, especially the internal, a company in the third sector. To that end, a study was conducted in case of operating units of a non-governmental organization (NGO), located in the city of Franca-SP, through the application of questionnaires in his six employees. The data showed that participants know the theme social responsibility in its two main components, namely internal and external social responsibility, identify the management of external and internal social responsibility in the company where they work, and consider some external practices of social responsibility as also internal social responsibility.