Corporate Social Responsibility, Employee Organizational Identification, and Creative Effort

Brammer, Stephen; He, Hongwei; Mellahi, Kamel

doi:10.1177/1059601114562246

Cited by 203 publications

(242 citation statements)

References 130 publications

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“…There is evidence that employee satisfaction, loyalty, motivation, and job commitment are the outcomes of CSR, but there is lack of explanation of the mechanisms and processes that lie between the relationship of CSR and performance, particularly concerning employee creativity because of CSR [24]. On the other side, organizations are focusing on creativity in employee performance for better career development and innovation [27].…”

Section: Statement Of the Problemmentioning

confidence: 99%

“…CSR has a direct positive influence on employee creativity, but OID alone has a minimal enhancing effect, and cannot fully explain why and how CSR develops employee creativity. Thus, OID is probably just one influencing factor among others [24]. That is why creative self-efficacy has been taken as the augmenting factor, along with organizational identification, to enhance the effect of CSR on innovative performance.…”

Section: Statement Of the Problemmentioning

confidence: 99%

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The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

2017

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Abstract:Corporate social responsibility (CSR) is an emerging and fast-growing concept for both academic research and organizations. In recent years, the far-reaching influence of CSR practices on stakeholders has made both researchers and practitioners pay heed to this dimension. Employees are one of the most important stakeholders influenced by CSR practices. CSR brings in many ideas, concepts, and techniques. In the past, different antecedents and consequences of corporate social responsibility have been studied, but there is still a deficit in regard to whether employee creative performance is an outcome of corporate social responsibility, and the interlinked variables that might enhance this relationship. The main objective of this study is to examine how CSR practices enhance employee performances within the organization, and which other variables may enhance this relationship. The literature suggests that employees who value CSR campaigns and other practices identify with their company to a greater degree, work with more devotion and loyalty, and show more creativity in their work performance. In this study, organizational identification has been taken as the mediator, and creative self-efficacy has been taken as the moderator. The hypotheses were tested within the sample of companies engaging in CSR practices in Pakistan. A questionnaire survey was conducted using simple random sampling. Simple linear regression, hierarchical regression, and Barron and Kenny tests were applied through SPSS (Statistical Package for the Social Science) for data analysis, and results were found according to the proposed model of the study.

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Section: Statement Of the Problemmentioning

confidence: 99%

Section: Statement Of the Problemmentioning

confidence: 99%

The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

2017

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“…In testing the hypotheses, we controlled for age (in years), gender, and job tenure (in years) because they were found to affect the levels of employees' organizational identification (e.g., [20,45]), job satisfaction (e.g., [46][47][48]), and job performance (e.g., [49,50]). …”

Section: Measurement Scalesmentioning

confidence: 99%

Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model

2016

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Abstract:In spite of the increasing importance of corporate social responsibility (CSR) and employee job performance, little is still known about the links between the socially responsible actions of organizations and the job performance of their members. In order to explain how employees' perceptions of CSR influence their job performance, this study first examines the relationships between perceived CSR, organizational identification, job satisfaction, and job performance, and then develops a sequential mediation model by fully integrating these links. The results of structural equation modeling analyses conducted for 250 employees at hotels in South Korea offered strong support for the proposed model. We found that perceived CSR was indirectly and positively associated with job performance sequentially mediated first through organizational identification and then job satisfaction. This study theoretically contributes to the CSR literature by revealing the sequential mechanism through which employees' perceptions of CSR affect their job performance, and offers practical implications by stressing the importance of employees' perceptions of CSR. Limitations of this study and future research directions are discussed.

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“…In the second article titled "Corporate Social Responsibility, Employee Organizational Identification, and Creative Effort: The Moderating Impact of Corporate Ability, " Brammer, He, and Mellahi (2015) also explore a psychological moderating variable. The authors show that the impact of CR on employee behavior is contingent upon the "corporate ability" of the organization-that is, how good it is at delivering its core offerings.…”

Section: Emerging Findings In Contemporary Cr Researchmentioning

confidence: 99%

Corporate Responsibility Research

Ghobadian

Money

Hillenbrand

2015

Group & Organization Management

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The concept of corporate responsibility (CR) has moved a long way over the past six decades, since Bowen's book titled Social Responsibilities of the Businessman marked a modern era of business and society research. In this article, we trace the development of business and society literature to provide contextual background to contemporary studies of CR. As well as looking backward, however, we also project forward arguing that fundamental changes in the current business environment are likely to propel CR to new heights in the future. In particular, we explore the mechanisms by which CR affects stakeholder behavior and suggest ways in which scholars and practitioners may want to apply advances from psychology to link CR strategy to human motivation and the notion of balance in organizations and society.

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Corporate Social Responsibility, Employee Organizational Identification, and Creative Effort

Cited by 203 publications

References 130 publications

The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model

Corporate Responsibility Research

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