Scrutinizing Social Identity Theory in Corporate Social Responsibility: An Experimental Investigation

Abstract

Corporate social responsibility (CSR) is widely established by companies that aim to contribute to society and minimize their negative impact on the environment. In CSR research, employees’ reactions to CSR have extensively been researched. Social identity theory is often used as a theoretical background to explain the relationship between CSR and employee-related outcomes, but until now, a sound empirical examination is lacking, and causality remains unclear. CSR can unfold its effect mainly because of three theoretically important aspects of CSR initiatives, which increase identification, i.e., distinctiveness, prestige, and salience of the out-group. This study examines how far identification can explain the effect of CSR on employees. In an experimental vignette study (N = 136 employees), CSR was manipulated in three degrees (positive, neutral, and negative) to examine its effects on job satisfaction, organizational commitment, and organizational citizenship behavior (OCB). In the vignettes, information on distinctiveness, prestige, and salience of the out-group were presented. Regression analyses showed that CSR significantly predicted commitment and job satisfaction, but not OCB. We found mediation effects of CSR on commitment, job satisfaction, and OCB through identification, but the effect of CSR on identification explained only little variance which indicates additional underlying mechanisms. The applicability of social identity theory for explaining CSR is discussed. Moreover, we discuss further explaining mechanisms.

The Relationship Between Perceived Corporate Social Responsibility and Employee-Related Outcomes: A Meta-Analysis

“…A closer examination of the (quasi-) experimental studies ( k = 14) revealed that most studies (71%) investigated the effect of CSR on attractiveness or turnover intentions (e.g., Zhang and Gowan, 2012 ; Bode et al, 2015 ; Joo et al, 2016 ). The results of three other experimental studies indicate that the effects of CSR on identification, engagement, commitment, job satisfaction, and OCB are causal (Ferreira and Real de Oliveira, 2014 ; Raub, 2017 ; Paruzel et al, 2020 ). In summary, for each outcome at least one study supports the notion of causal effects of CSR.…”

Synthesizing the affinity between employees' internal‐external CSR perceptions and work outcomes: A meta‐analytic investigation

“…Also, organizational commitment is a strong antecedent of OCB (Bravo et al, 2017;Castro-González, Bande, & Kimura, 2019;Fu, Ye, & Law, 2014). Based on the given background and prior literature, CSR is projected to have relatively weaker relationships with employee behaviors like OCB De Roeck et al, 2016;Edwards & Kudret, 2017;Evans et al, 2011;Ng et al, 2019;Paruzel et al, 2020;Paruzel et al, 2021;Pivato et al, 2008;Zhang et al, 2014).…”

“…Also, organizational commitment is a strong antecedent of OCB (Bravo et al, 2017; Castro‐González, Bande, & Kimura, 2019; Fu, Ye, & Law, 2014). Based on the given background and prior literature, CSR is projected to have relatively weaker relationships with employee behaviors like OCB (Choi & Yu, 2014; De Roeck et al, 2016; Edwards & Kudret, 2017; Evans et al, 2011; Ng et al, 2019; Paruzel et al, 2020; Paruzel et al, 2021; Pivato et al, 2008; Zhang et al, 2014). Hypothesis There is a positive association between employees' perceived CSR and OCB.Hypothesis The relationship between perceived CSR and behavioral outcome (OCB) is weaker than perceived CSR with emotional and attitudinal outcomes (organizational trust, pride, and commitment).…”

“…A large chunk of literature has laid emphasis on social identity theory to demonstrate external CSR's positive impact on employee outcomes through enhanced corporate reputation, employees' self‐image, perceived external prestige, pride, and identification (Allen et al, 2017; Greening & Turban, 2000; Ko et al, 2018; Oh et al, 2019; Paruzel et al, 2020; Youn et al, 2018). In contrast, social exchange theory and justice‐based perspectives claim that employees prefer internal CSR, being more concerned about self‐interests (Bogan & Dedeoğlu, 2019; Cropanzano & Mitchell, 2005; Hur et al, 2019).…”

How do customers' perceptions of corporate social responsibility contribute to sustainable customer citizenship behaviors? The mediating mechanisms of corporate brand pride and self‐brand connection

“…Therefore, individuals who value a company's CSR activities have positive feelings toward the corporate brand . Thus, customers are likely to maintain a positive personal identity by having a relationship with a corporate brand with a positive CSR perception (Paruzel et al, 2020). However, several previous studies have revealed CSR effects on customer citizenship behavior using social exchange theory, which emphasizes reciprocal relationships (Aljarah, 2020).…”