When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution

Abstract

This study investigates whether employees attribute different motives to their organization's corporate social responsibility (CSR) efforts and if these motives influence employee performance. Specifically, we investigate whether employees could distinguish between intrinsic and extrinsic CSR motives by surveying 229 employeesupervisor dyads from various industries (companies that have reputable CSR programs in Portugal), and the impact of these perceptions on in-role and extra-role performance of subordinates. We found that employee task performance increases when employees attribute both intrinsic and extrinsic motives for CSR. Moreover, when employees perceive that their organization invests in a CSR practice that is both intrinsic and extrinsic, they also tend to exert extra effort in their work. Theoretical and practical implications are also discussed alongside future research directions.

The mediating effect of transparency in the relationship between corporate social responsibility and corporate reputation

“…Although literature shows many studies that analyze the relationships between CSR (including CSR disclosure and CSR reporting) and the outcomes in terms of (financial/social) performance and even corporate reputation (Brammer & Pavelin, 2006Cochran & Wood, 1984;Falkenberg & Brunsael, 2011;Story & Neves, 2014), the truth is that, so far, transparency has not been considered as a mediator in the relationship between CSR actions and corporate reputation. This study focuses on the relationship between CSR and corporate reputation and contributes to the current literature by highlighting that the company will achieve higher reputation by implementing CSR actions when transparency beyond disclosure is included and examined.…”

Corporate Social Responsibility Motive Attribution by Service Employees in the Parcel Logistics Industry as a Moderator between CSR Perception and Organizational Effectiveness

“…Moreover, CSR in services management has mostly been considered from the marketing and consumer perspectives, as for instance in research on the effect of service industry CSR as perceived by customers on service quality and customer satisfaction [4,5]. In contrast, there have been relatively few studies examining employees' understanding of CSR, although they are one of the most important stakeholders in the service industry and those responsible for organizational operations [6,7]. Recent studies providing evidence that CSR directed at employees is an indirect predictor of individual task performance and extra-role helping behavior (e.g., organizational citizenship behavior), and have urged scholars to pay more attention to CSR research from the micro-organizational perspective, which can elucidate the perception of organizational CSR by internal stakeholders and determine how those attitudes link to other aspects of organizational performances [8,9].…”

“…When a labor environment is poor, CSR as perceived by a service employee can affect that employee's sense of belonging to the organization. In particular, the employee's perceived reason of why the organization invests in CSR may explain more effectively how employees behave toward the organization [6,10]. However, the motives that employees attribute to logistics CSR practices have not been properly investigated.…”

Shaping Virtues Leadership to Enhance Corporate Social Responsibility and Sustainability. Insights from a Case Study

“…Often this opportunistic approach generates the "greenwashing" phenomena (Gray et Intrinsic CSR rests on a business culture making CSR a moral duty, as argued by several authors (Carroll, 1991;Campbell, 2007;Del Baldo, 2013 andLooser & Wehrmeyer, 2015). The underlying motivation, which affects the entrepreneur and the organization increases perceived sincerity, nurtures a positive relationship with employees and customers (Graafland & Van de Ven, 2006;Story & Neves, 2015) and drives social change, being that authentic CSR has the power to generate "social goods" (Spence et al, 2004). New frameworks and approaches are in fact required to implement sustainable entrepreneurship (Mirvis et al, 2013), starting from enacting a social vision for the company and bringing employees at the center (Accenture, 2010).…”