Abstract
Despite a growing amount of research on the impact of perceived corporate social responsibility (CSR) on employee behavior, psychological factors explaining why and for whom the relationship holds have yet to be fully investigated. Drawing on social identity theory, this study examined organizational pride as the underlying psychological mechanism explaining the relationship between CSR perception and organizational citizenship behavior (OCB), and tested the moderating effects by two individual difference variables: collectivism orientation and person–organization fit. Analyses of survey data collected from 210 employees in South Korea showed that organizational pride mediated the CSR perception–OCB relationship. In addition, collectivism orientation strengthens the CSR–pride relationship, while person–organization fit strengthens the OCB–pride relationship. This research contributes to the relevant literature by stressing the importance of individual characteristics in predicting and understanding the effects of CSR perception on employee behavior.
Highlights
In this era where creativity and innovation are highlighted as intangible assets of an organization [1], the survival and growth of an organization cannot be achieved without its employees’ active engagement and strong dedication
We propose that organizational pride is a psychological mechanism underlying the relationship between corporate social responsibility (CSR) perception and Organizational citizenship behavior (OCB) and examine its mediation effect
In a study conducted by Korean scholars [39], it was reported that the relative effects of multidimensional CSR types on corporate reputation differed by the individualism versus collectivism orientation
Summary
In this era where creativity and innovation are highlighted as intangible assets of an organization [1], the survival and growth of an organization cannot be achieved without its employees’ active engagement and strong dedication. It is generally expected that positive feelings toward one’s organization would lead employees to more constructive work behavior. AAccccoorrddiinngg ttoo CCaarrrroollll ((11999911)) [[1144]],, CCSSRR iiss ccllaassssiiffiieedd iinnttoo ffoouurr ccaatteeggoorriieess:: eeccoonnoommiicc,, legal, ethical, and philanthropic responsibility. These four categories of responsibility refer to (1) generating profitable returns for shareholders, (2) abiding by the law, (3) protecting moral rights and Sustainability 2018, 10, 2481 legal, ethical, and philanthropic responsibility. A feeling of accountability for personal actions that is consistent with the organization’s citizenship behavior might encourage employees to show more citizenship behavior [21] Once employees perceive their employer’s efforts to be a responsible citizen, they tend to include citizenship behavior in their work role responsibilities. Employees’ CSR perception will have a positive relationship with employees’ OCB
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