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Company support for employee volunteerism: Does size matter?

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  • Basil, Debra
  • Runte, Mary
  • Basil, Michael
  • Usher, John
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    Abstract

    This article examines the relationship between company size and support for employee volunteering. Based on organizational ecology and organizational stages theory, the study hypothesizes that larger versus smaller companies demonstrate greater formalization and codification of their support for employee volunteering. Similarly, larger versus smaller companies use employee volunteering efforts more strategically; this finding is consistent with a need to justify decisions. These outcomes in turn impact the nature of volunteering and the organizations benefiting from such programs. Survey data from a size-stratified sample of 990 randomly selected Canadian businesses indicates that large companies support employee volunteerism in a more formalized and strategic manner than small companies. This behavior includes having formal policies and programs, as well as exercising greater influence over the causes which benefit from employee volunteering. Additionally, large companies are more likely to tie other forms of charitable support to employee volunteering. The article discusses how the more formalized approach of large companies may impact society.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of Business Research.

    Volume (Year): 64 (2011)
    Issue (Month): 1 (January)
    Pages: 61-66

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    Handle: RePEc:eee:jbrese:v:64:y:2011:i:1:p:61-66

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    Web page: http://www.elsevier.com/locate/jbusres

    Related research

    Keywords: Volunteerism Company-supported volunteerism Corporate volunteerism Corporate social responsibility Organizational ecology Organizational stages theory Nonprofits;

    References

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    1. Robert E. Quinn & Kim Cameron, 1983. "Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence," Management Science, INFORMS, vol. 29(1), pages 33-51, January.
    2. Laroche, Michel & Kim, Chankon & Zhou, Lianxi, 1996. "Brand familiarity and confidence as determinants of purchase intention: An empirical test in a multiple brand context," Journal of Business Research, Elsevier, vol. 37(2), pages 115-120, October.
    3. Glen Dowell & Stuart Hart & Bernard Yeung, 2000. "Do Corporate Global Environmental Standards Create or Destroy Market Value?," Management Science, INFORMS, vol. 46(8), pages 1059-1074, August.
    4. Isabelle Maignan & David A Ralston, 2002. "Corporate Social Responsibility in Europe and the U.S.: Insights from Businesses' Self-presentations," Journal of International Business Studies, Palgrave Macmillan, vol. 33(3), pages 497-514, September.
    5. Ballantine, John W & Cleveland, Frederick W & Koeller, C Timothy, 1993. " Profitability, Uncertainty, and Firm Size," Small Business Economics, Springer, vol. 5(2), pages 87-100, June.
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    Cited by:
    1. Lin-Hi, Nick & Müller, Karsten, 2013. "The CSR bottom line: Preventing corporate social irresponsibility," Journal of Business Research, Elsevier, vol. 66(10), pages 1928-1936.
    2. Groening, Christopher & Kanuri, Vamsi Krishna, 2013. "Investor reaction to positive and negative corporate social events," Journal of Business Research, Elsevier, vol. 66(10), pages 1852-1860.
    3. Gordon Liu & Wai-Wai Ko, 2011. "Social Alliance and Employee Voluntary Activities: A Resource-Based Perspective," Journal of Business Ethics, Springer, vol. 104(2), pages 251-268, December.

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