Purpose The purpose of this paper is to show how organizational corporate social responsibility (CSR) can influence workers’ attitudes and behaviors, especially in terms of affective commitment (AC), job satisfaction (JS), and turnover intention (TI). A second aim is to explore the social exchange process that may underlie this relationship, by examining the mediating role of organizational trust (OT). Design/methodology/approach The authors employ structural equation modeling based on survey data obtained from 315 Portuguese individuals. Findings The findings show that perceptions of CSR predict workers’ attitudes and behaviors directly through the mediating role of OT. They suggest that managers should implement CSR practices because these can contribute toward fostering OT, improving workers’ AC and JS, and reducing TI. Originality/value This study enriches the existing knowledge about social exchange relationships in organizational contexts, and responds to the need to understand underlying mechanisms linking CSR with workers’ organizational outcomes, by analyzing CSR practices in a holistic stakeholder perspective.

The study aims to show how organisational Corporate Social Responsibility (CSR) can influence workers' attitudes, especially in terms of Innovative Behaviour (IB). A second aim is to explore the social exchange process that may underlie this relationship, by examining the mediating role of Organisational Trust (OT), Affective Commitment (AC) and Happiness (HAP) and the moderation role of Perceived External Prestige (PEP). The authors employ structural equation modelling based on survey data obtained from 315 Portuguese individuals. The findings show that perceptions of CSR predict IB through a social exchange process which involves the mediating role of OT, AC and HAP and the moderating process of PEP. They suggest that managers should implement CSR practices because these can contribute towards fostering IB, but also invest in communication and in the process of upgrading corporate image. This study enriches the existing knowledge about social exchange relationships in organisational contexts, and responds to the need to understand underlying mechanisms linking CSR with workers' organisational outcomes, by analysing CSR practices from a holistic stakeholder perspective.

Purpose The study aims to show how organisational corporate social responsibility (CSR) can influence workers’ attitudes, especially in terms of turnover intentions (TI). A second aim is to explore the social exchange process that may underlie this relationship, by examining the mediating role of leader–member exchange (LMX) and the moderation role of perceived external prestige (PEP). Design/methodology/approach The authors use structural equation modelling based on survey data obtained from 315 Portuguese individuals. Findings The findings show that the perceptions of CSR predict TI through the mediating role of LMX. Seemingly PEP appears to be moderating the relationship between TI and its determinants. These findings suggest that managers should implement CSR practices because these can contribute towards reducing TI. Originality/value This study enriches the existing knowledge about relationships in organisational contexts and responds to the need of understanding the underlying mechanisms linking CSR with workers’ organisational outcomes, by analysing CSR practices in a holistic stakeholder perspective.

The study aims to show how organisation's corporate ethics and social responsibility have influence on satisfaction with management and workers' attitudes and behaviours, especially in terms of organisational commitment (OC), innovative behaviour (IB) and performance. To systematise this reality, was used a self-reported sample of 223 Portuguese individuals. Structural equation modelling (SEM) was used to test the hypotheses. On the influence on satisfaction with management, the results showed that employees value the ethical component and also workforce social responsibility practices. Concerning OC, statistical evidence was found on the influence of satisfaction with management, ethical values and also workforce practices. It was also found that OC influences IB, and that this attitude had strong positive relationships with in-role performance. The empirical evidence suggests that organisation's corporate ethics and social responsibility are important to workers, so should be taken in account by managers and be subject of research by academics.

The study aims to show how organisational Corporate Social Responsibility (CSR) can influence workers' attitudes, especially in terms of Innovative Behaviour (IB). A second aim is to explore the social exchange process that may underlie this relationship, by examining the mediating role of Organisational Trust (OT), Affective Commitment (AC) and Happiness (HAP) and the moderation role of Perceived External Prestige (PEP). The authors employ structural equation modelling based on survey data obtained from 315 Portuguese individuals. The findings show that perceptions of CSR predict IB through a social exchange process which involves the mediating role of OT, AC and HAP and the moderating process of PEP. They suggest that managers should implement CSR practices because these can contribute towards fostering IB, but also invest in communication and in the process of upgrading corporate image. This study enriches the existing knowledge about social exchange relationships in organisational contexts, and responds to the need to understand underlying mechanisms linking CSR with workers' organisational outcomes, by analysing CSR practices from a holistic stakeholder perspective.