Employee-related corporate social responsibilities and corporate innovation: Evidence from China

Liu, Baohua; Sun, Pei-Yu; Zeng, Yongliang

doi:10.1016/j.iref.2020.07.008

Cited by 38 publications

(18 citation statements)

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“…This mediational result suggests the significant role of OCB that determines and upholds the impact of SRHRM to increase bank reputation. This result extends the previous literature of HRM studies [19,41,51,[74][75][76] and suggests that the OCB of bank employees can be vital for Bangladeshi banks to increase the overall reputation of the financial sector.…”

Section: Control Variablessupporting

confidence: 88%

“…This paper suggests that if the employees display more OCBs and have less intention to leave, banks are likely to establish SRHRM and succeed in making a better return of investment from their overall CSR initiatives. Moreover, banks should consider the capacity building of managers to aid them in motivating and engaging employees for higher bank reputation [76,77]. For example, banks may organize specific training and development sessions to help managers learn and apply SRHRM.…”

Section: Contributions To Management Practicementioning

confidence: 99%

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Socially Responsible HRM, Employee Attitude, and Bank Reputation: The Rise of CSR in Bangladesh

Sobhani

Haque

Rahman³

2021

Sustainability

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Applying the organisational climate of corporate social responsibility (CSR) and human resource management (HRM) behavioural theories, this paper examines the associations among socially responsible HRM (SRHRM), organisational citizenship behaviour (OCB), turnover intention, and bank reputation. The proposed model, including seven hypotheses, was examined on a sample of 711 Bangladeshi bank employees. The results suggest that SRHRM has significant positive effects on both OCB and bank reputation, and a significant negative influence on turnover intention. OCB was positively significant for bank reputation but was estimated as insignificant for bank employees’ turnover intention. Moreover, perceived bank reputation was significant and negative on Bangladeshi employees’ turnover intention. Finally, a partial mediation effect was found for OCB on the direct relationship between SRHRM and bank reputation. This paper recommends that banks should aim at higher levels of OCB and reputation and lower turnover intentions should encourage SRHRM in their strategic approaches for HRM and CSR. The implications of the results of this study can help financial organisations to recognise the significance of SRHRM and its favourable effects on employee motivation and institutional reputation.

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Section: Control Variablessupporting

confidence: 88%

Section: Contributions To Management Practicementioning

confidence: 99%

Socially Responsible HRM, Employee Attitude, and Bank Reputation: The Rise of CSR in Bangladesh

Sobhani

Haque

Rahman³

2021

Sustainability

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“…As it was pointed out by Liu et al (2020), the implementation of CSR increases the commitment of employees to work process innovation.…”

Section: Resultsmentioning

confidence: 95%

“…Chen & Khuangga (2020) add that fair working conditions achieved through CSR implementations contribute to higher employee performance. Liu et al (2020) found a positive impact between the implementation of CSR in the company and the level of innovation by employees. Another part of the study revealed a positive relationship between employee-oriented CSR in the company and innovation, resp.…”

Section: Theoretical Backgroundmentioning

confidence: 91%

THE PERCEPTION OF COMPANY EMPLOYEES BY SMEs WITH CSR CONCEPT IMPLEMENTATION

Metzker

Zvaríková

2021

IJEK

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The article aims to find out the perception of human capital issues by entrepreneurs of small and medium-sized enterprises within the V4 countries, who implement the concept of CSR in their managerial praxis. The paper is based on a questionnaire survey with data collection from September 2019 to January 2020 with a total of 1585 respondents. Statistical methods of Pearson's chi-square and z-score were used to test the hypotheses. The results revealed differences between countries in terms of employees' turnover, perception of employees as the most important corporate capital, or the implementation of participatory management style. On average, 93% of respondents consider employees the most important company capital across the countries. There is also a strong consensus on the necessity of evaluating employee performance and motivation to innovate work practices.On the contrary, differences in the opinion on staff turnover were found among researched countries. The highest rate of turnover is among Polish entrepreneurs, and the lowest is in Hungary. With the growing company's size, the turnover of employees is getting higher. A participative management style is mainly implemented in the praxis by Slovak entrepreneurs (90%) and least by Hungarian (68%). However, Hungarian entrepreneurs are highly aware of the fact that their employees try to increase their performance, and healthy competition prevails among them (74%). The results may be interesting for those who promote or implement CSR in the conditions of the researched countries.

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“…There are quantifiable measures of various dimensions of CSR by Chinese firms. [3] Some studies have looked at the role of employees in the firm's performance. [4][5][6] Little is known about the impact of firm's CSR on its corporate value especially in China.…”

mentioning

confidence: 99%

Relationship between Corporate Social Responsibility and Corporate Value of Listed Forestry Companies: A case study in China

Liu¹

2021

converter

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In this study, a sample of 100 was obtained from 20 listed forestry companies in China to explore the relationship between corporate social responsibility and corporate value for the period 2013 to 2017. The study concentrated mainly on corporate social responsibility to the shareholders, creditors, suppliers, consumers, employees, government and community and how it influence corporate value. In front of the covid-19, companies are facing market pressure and non-market pressure in fulfilling their social responsibilities The SPSS statistical software was used for analysis. The result shows a positive relationship between corporate responsibility to shareholders, creditors, employees, consumers, suppliers and government and corporate value. In a short period, the enterprise's donation would bring down the enterprise's value, but in the long-run, the enterprises that donate more would experience an increase in enterprise's value. The positive effect of corporate social responsibility on the enterprise value of forestry-listed companies is not obvious in the short term.

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Employee-related corporate social responsibilities and corporate innovation: Evidence from China

Cited by 38 publications

References 50 publications

Socially Responsible HRM, Employee Attitude, and Bank Reputation: The Rise of CSR in Bangladesh

Socially Responsible HRM, Employee Attitude, and Bank Reputation: The Rise of CSR in Bangladesh

THE PERCEPTION OF COMPANY EMPLOYEES BY SMEs WITH CSR CONCEPT IMPLEMENTATION

Relationship between Corporate Social Responsibility and Corporate Value of Listed Forestry Companies: A case study in China

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