Purpose This study in the hospitality industry aims to explore the underlying mechanisms through which socially responsible human resource management (SRHRM) affects frontline employees’ knowledge sharing, as well as the moderating effects of role conflict and role ambiguity. Design/methodology/approach Two data waves have been collected from one of the largest restaurant chains in China. Using Mplus 7.0, a structural equation modeling model is empirically tested to investigate the hypothesized moderated mediation model. Findings First, SRHRM appears to foster frontline employees’ perceived respect and organizational trust and further stimulates their knowledge sharing. Second, role conflict is found to weaken the relationship between SRHRM and organizational trust, while role ambiguity seems to weaken the strength of the linkage between SRHRM and perceived respect. Practical implications Managers should make SRHRM policies more visible and implement appropriate SRHRM practices to facilitate employees proactively to share knowledge at work. Furthermore, managers should realize the dark side effects of role conflict and role ambiguity, as they might hinder the positive impact of SRHRM on knowledge sharing. Originality/value This study uncovers the meditating roles of perceived respect and organizational trust through which SRHRM impacts on employees’ knowledge sharing. By incorporating the possible moderating roles of role conflict and role ambiguity, this scholarly work also increases the understanding of possible hindrances in this regard.

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This study extends the literature on the relationship between corporate social responsibility (CSR) activities and firm performance by incorporating the role of strategic emphasis, defined as the resources that firms allocate to value appropriation (with the emphasis on advertising expenditure) versus value creation (with the emphasis on research and development investment), and how industry competition creates a three‐way interaction with CSR and strategic emphasis to affect firm performance. Using data from 3,401 publicly traded firm‐year observations in China for the years 2009–2015, the study demonstrates that CSR enhances firm performance when the firm's strategy emphasizes value appropriation over value creation. The interaction effect of CSR and strategic emphasis is also shown to vary with the level of competition in the industry. The results not only contribute to the literature on the relationship between CSR and firm performance, but can also inform firms' resource allocation decisions, enabling them to gain instrumental value from CSR initiatives.