A systematic literature review on employee relations with CSR: State of art and future research agenda

Onkila, Tiina; Sarna, Bhavesh

doi:10.1002/csr.2210

Cited by 76 publications

(58 citation statements)

References 93 publications

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“…In addition, the number of firms committing to CSR and sustainability reporting is increasing yearly, as indicated by the Governance & Accountability Institute Report (Governance & Accountability Institute Report, 2021), which emphasized the global change occurring in the business environment and the growing demand for sustainable information. In the same line, much research has highlighted that engaging with CSR practices can promote stronger work engagement and enhance employee job satisfaction, organizational commitment, employee productivity, and retention [6,7]. Besides, CSR can increase customer loyalty and satisfaction [8] and improve production quality, stakeholder support, firm reputation, and sustainable business performance [9].…”

Section: Introductionmentioning

confidence: 99%

Corporate Social Responsibility and Firm Performance in GCC Countries: A Panel Smooth Transition Regression Model

Ghardallou

Alessa

2022

Sustainability

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There is evidence for mixed effects of corporate social responsibility (CSR) on corporate financial performance. In particular, evidence is reported to be positive, negative, and insignificant. These controversies are generally explained by two opposing schools of thought, which are the social impact hypothesis and the shift of focus hypothesis. This paper attempts to contribute to the ongoing debate by investigating whether the relationship between CSR and firm financial results is nonlinear. Therefore, this research relies on a panel smooth transition regression (PSTR) model in order to calculate the value transition threshold of CSR in 70 Gulf Cooperation Council (GCC) firms from 2015 to 2020, using the CSR composite index and various CSR dimensions, which include environmental, social, and governance transition dimensions. Empirical findings indicate that investment in CSR does not help to boost corporate value until it exceeds the value transition threshold. However, when the marginal benefit exceeds the cost, CSR investment becomes a positive contributor to corporate performance. Furthermore, results indicate that the nonlinear relationship persists when using the individual CSR dimensions, i.e., governmental, social, and environmental CSR measurements. Finally, an interesting finding shows that the social CSR dimension is associated with the highest threshold level. Hence, firms should invest more in the social aspects of CSR in order to see their profitability increase.

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Section: Introductionmentioning

confidence: 99%

Corporate Social Responsibility and Firm Performance in GCC Countries: A Panel Smooth Transition Regression Model

Ghardallou

Alessa

2022

Sustainability

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“…Despite an increasing recognition of the important potential role of employees in corporate social and environmental initiatives [14,15], Hsieh et al [5] argued that "as key stake-holders with a significant role in relation to CSR, employees have been paid relatively inadequate attention, especially regarding their motivation for and engagement with CSR" (p. 5). There remains "a need for future research on the more active role of employees in CSR relations" [16] (p. 2).…”

Section: Introductionmentioning

confidence: 99%

Pro-Environmental Employee Engagement: The Influence of Pro-Environmental Organizational, Job and Personal Resources

et al. 2021

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As organizations continue to respond to the existential challenge that is climate change, the extent to which employees engage in environmental sustainability is critical to that response. This study introduces new measures of pro-environmental employee engagement, pro-environmental job resources and pro-environmental meaningful work. Based on engagement theory, a model is tested that shows how perceived corporate environmental responsibility, pro-environmental job resources (supervisor support, involvement, information) and pro-environmental meaningful work (a personal resource) influence pro-environmental employee engagement. Online self-report survey data were collected through convenience sampling from 285 full-time and part-time employees (aged 18–89 years) working across a range of occupations and organizations in Australia. Data were analyzed using a confirmatory factor analysis (CFA) and structural equation modelling (SEM). In support of the proposed model, CFA and SEM results generally yielded a good fit to the data. Eight of nine proposed direct effects involving corporate environmental responsibility, pro-environmental job resources (modelled as a higher-order construct), pro-environmental meaningful work, and pro-environmental engagement, were significant. All proposed indirect effects within a re-specified model were significant. The final model explained 51% of the variance in pro-environmental job resources; 20% in pro-environmental meaningful work; and 71% in pro-environmental employee engagement. Overall, the results indicate that perceived organizational, job and personal resources play a motivational role in enhancing pro-environmental employee engagement. The study contributes a theory-based model and new measures of employee pro-environmental resources and engagement. The model can be applied to help organizations assess and develop interventions to address the critically important issue of environmental sustainability. Future research directions and study limitations are discussed.

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“…This puzzle motivates research exploring the impact of individual stakeholders' perceptions of CSR practices. Given that employees are considered the most important stakeholders within organizations, organization research investigates how employees respond to organizational CSR strategies [38], in a shift of focus from the macro-level to the micro-level. Most micro-level CSR research employs a subjective method (self-report) for individual investigation.…”

Section: Two Streams Of Csr Researchmentioning

confidence: 99%

“…In micro-CSR studies, employees are widely considered to be one of the most central stakeholders for organizational value creation. According to Onkila and Sarna [38], the research is dominated by studies indicating how employees should be involved in CSR (94 studies) and studies concentrating on the advantages of employee involvement in CSR (131 studies), with far fewer studies addressing disparities in employees' perceptions of CSR (48 studies). The research on the outcomes of perceived CSR is thus also limited.…”

Section: Affective Organizational Commitmentmentioning

confidence: 99%

When Does CSR Fail to Incentive Employees’ Affective Organizational Commitment? Exploring the Moderating Effects Based on the C-S-R Concerns Model

Zhang

Ding

2022

Sustainability

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Corporate social responsibility (CSR) is a strategy employed to engage stakeholders. Prior studies explored the different mechanisms by which employees, as one of an organization’s biggest stakeholder groups, positively respond to organizational CSR behavior. However, limited attention has been paid to the conditional boundaries when employees’ positive responses are stronger or weaker, overlooking the possibility that sometimes CSR fails to obtain employees’ support. The study employed the “C-S-R concerns” model to systematically investigate how caring-based (i.e., moral identity), self-based (i.e., corporate ability), and relational-based (i.e., importance of CSR) factors moderate the relationship between perceived CSR (PCSR) and affective organizational commitment (AOC). Using data collected from 326 employees in the Chinese high-tech industry, we found that the positive effects of employees’ PCSR on their AOC becomes negative when employees have higher levels of moral identity, when their organizations are perceived as having greater ability, and when CSR is perceived as more important to the success of their organization. The findings advance our understanding of the inconclusive impacts of CSR on firm performance by providing micro-level evidence from employees. This also provides practical implications for managers about how to select employees, set CSR strategies and cultivate organizational cultures.

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A systematic literature review on employee relations with CSR: State of art and future research agenda

Cited by 76 publications

References 93 publications

Corporate Social Responsibility and Firm Performance in GCC Countries: A Panel Smooth Transition Regression Model

Corporate Social Responsibility and Firm Performance in GCC Countries: A Panel Smooth Transition Regression Model

Pro-Environmental Employee Engagement: The Influence of Pro-Environmental Organizational, Job and Personal Resources

When Does CSR Fail to Incentive Employees’ Affective Organizational Commitment? Exploring the Moderating Effects Based on the C-S-R Concerns Model

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