The effect of internal corporate social responsibility practices on firm performance: the mediating role of employee intrapreneurial behaviour

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

“…Regarding the methodological implications, and according to the reviewed articles in the present paper, it appears that future research would highly benefit from employing ethnographic methods [61], longitudinal studies [59,88,94,98], comparative and crosscultural research [67,80,83,85], experimental research design [57], and data collecting from different sources [84,87], specifically relying more on the employees rather than senior managers' perspectives [47,48]. However, these methodological recommendations mostly come from those quantitative studies that originated from utilitarian philosophies.…”

“…In this vein, Shan et al [100] call for considering sexual minorities to make the workplace diverse, Lombardi et al [71] recommend embracing more extended work contracts to make the job more secure for the employees, and Obrad and Gherhes , [47] note that facilities for people with disabilities and also for remote working should be provided. Moreover, Celma et al [82] and Lin-Hi et al [79] insist on devising non-discrimination policies at the workplace, and some studies hold that a context for social dialogue between employees and managers needs to be built [70,81,[96][97][98].…”

“…In this regard, a considerable number of studies confirmed that SRHRM can have a positive impact on employee commitment [21,49,63,66,78,83,87,95,97]. Other individual factors positively affected by SRHRM practices include employee citizenship behavior [51,55,62,66,83,84,92], employee task performance [59,94], employee satisfaction [72,81,95], employee well-being [68,78], employee loyalty [101], the propensity of employees to identify themselves with their organization [59,83,88,89,91], employeeemployer relationships [79,84], employee trust in the firm [72,74,76], employee empathy [52], employee knowledge sharing behavior [74], employee innovation behavior [54,99], and employee intrapreneurial behavior [96,98,99]. It has also been shown that SRHRM practices can help employees to make sense of their jobs in a meaningful way [75] and even make employees more resilient in times of crisis, such as during the COVID-19 pandemic…”

Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment

“…International intrapreneurship is critical for firms to prosper (Do and Luu, 2020;Hisrich, 2013;Huynh and Luu, 2021) (Skarmeas et al, 2016;Turro et al, 2013). First, the article provides empirical evidence that family-owned businesses can improve intrapreneurial behaviour directly through transformational leadership (Huynh, 2021).…”

Chief Executive Officer Tenacity and Employee Intrapreneurial Behavior: The Mediating Role of Corporate Social Responsibility

“…Employee intrapreneurial behavior is defined as “a specific type of agentic, strategic work behavior comprising employee venture behavior and strategic renewal behavior,” which is “more likely to be pursued by individuals who have a positive perception of opportunities in the work environment” ( Gawke et al, 2019 ). According to Giang and Dung (2021) , employee strategic renewal behavior (ESRB) is a behavior in which employees strive to find solutions to update operation and business strategies and improve company performance; employee venture behavior (EVB) is an attempt by employees to redesign the company’s products or services, as well as to develop new markets and create new business within their organizations. Both dimensions of employee intrapreneurial behavior are an employee-initiated creative and risk-taking activity within organizations, which has some similarity to entrepreneurial behavior of entrepreneurs.…”