Corporate social responsibility, customer orientation, and the job performance of frontline employees
AbstractA study involving a Global 500 company finds that frontline employees’ perceptions of corporate social responsibility (CSR) can contribute to their customer orientation (self-rated) and objective job performance (supervisor-rated) by activating social identification processes. Employees identify with the organization based in part on the extent to which CSR is supported by salient and job-relevant others both internal and external to the organization. Looking internally, employees identify with the organization to the extent that they perceive management to support CSR. Looking externally, employees can identify with customers (called employee-customer identification) to the extent they perceive customers to support the company’s CSR. Both effects are enhanced when employees feel CSR is an important (versus non-important) part of their self-concept. Organizational identification directly drives job performance while employee-customer identification contributes to job performance through its effects on organizational identification and customer orientation.
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Bibliographic InfoPaper provided by ESMT European School of Management and Technology in its series ESMT Research Working Papers with number ESMT-11-05 (R1).
Length: 50 pages
Date of creation: 31 May 2011
Date of revision: 19 Jul 2013
Publication status: Published in Journal of Marketing 78(3): 20–37.
Corporate social responsibility; organizational identification; customer orientation; job performance;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2011-06-11 (All new papers)
- NEP-MKT-2011-06-11 (Marketing)
- NEP-SOC-2011-06-11 (Social Norms & Social Capital)
You can help add them by filling out this form.
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