The purpose of this study is to examine how internal CSR and external CSR affect employee psychological well-being. The results of a longitudinal study using data collected from 543 employees at two points in time suggest that self-regulatory resources positively mediate the relationship between internal CSR and employee psychological well-being. In addition, using a configuration approach, this study finds that the mediating effect of self-regulatory resources on the relationship between external CSR and employee psychological well-being is not universal but rather can be moderated by employee attitudes toward business ethics. Specifically, this study finds that self-regulatory resources positively mediate the relationship between external CSR and employee psychological well-being for those with high levels of business ethics attitudes, and vice versa. To the best of our knowledge, this study is the first to systematically propose and examine how self-regulatory resources mediate the relationship between CSR and employee psychological well-being, and how employee attitudes toward business ethics moderate this relationship, and should serve as a catalyst to future studies.

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In this study, we examine the relationships between CSR (e.g., CSR aimed at employees, customers, suppliers, and governments) and firm sustainable growth, and how dysfunctional competition moderates these relationships. Based on resource dependence theory, we argue that CSR aimed at four chosen groups of stakeholders (e.g., employees, customers, suppliers, and governments) is positively related to firm sustainable growth and that the levels of dysfunctional competition will positively moderate these relationships. Our results, using a sample of technology firms in China, provide support for these arguments. We find that CSR aimed at employees, customers, suppliers, and governments is positively related to firm sustainable growth. In addition, using the contingence approach, we find that CSR aimed at the four chosen groups of stakeholders has a stronger positive relationship with firm sustainable growth when the level of dysfunctional competition is high than when it is low. Our findings have important theoretical and managerial implications, which are discussed in this study.