Do Environmental CSR Initiatives Serve Organizations’ Legitimacy in the Oil Industry? Exploring Employees’ Reactions Through Organizational Identification Theory
Little is known about employees’ responses to their organizations’ initiatives in corporate social responsibility (CSR). Academics have already identified a few outcomes regarding CSR’s impact on employees’ attitudes and behaviours; however, studies explaining the underlying mechanisms that drive employees’ favourable responses to CSR remain largely unexplored. Based on organizational identification (OI) theory, this study surveyed 155 employees of a petrochemical organization to better elucidate why, how and under which circumstances employees might positively respond to organizations’ CSR initiatives in the controversial oil industry sector. Findings first support that perceived CSR (i.e. environmental CSR) positively relates to employees’ OI which is known as an important antecedent of employees’ outcomes (Riketta, J Vocat Behavior, 66(2):358, 2005 ). Furthermore, results highlighted that the relationship between perceived CSR and employees’ OI is mediated by organizational trust. Finally, this study also revealed that some contingency factors such as employees’ attributions of self-centred motives to their organization’s investment in environmental issues can moderate the relationship between perceived CSR and organizational trust. Based on these findings, it is argued that CSR initiatives can support organizations’ efforts to maintain a strong relationship with their employees, and gain their support even in a controversial industry sector. Copyright Springer Science+Business Media Dordrecht 2012
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Duygu Turker, 2009. "Measuring Corporate Social Responsibility: A Scale Development Study," Journal of Business Ethics, Springer, vol. 85(4), pages 411-427, April.
- Pablo Rodrigo & Daniel Arenas, 2008. "Do Employees Care About CSR Programs? A Typology of Employees According to their Attitudes," Journal of Business Ethics, Springer, vol. 83(2), pages 265-283, December.
- S. Hansen & Benjamin Dunford & Alan Boss & R. Boss & Ingo Angermeier, 2011. "Corporate Social Responsibility and the Benefits of Employee Trust: A Cross-Disciplinary Perspective," Journal of Business Ethics, Springer, vol. 102(1), pages 29-45, August.
- Becker-Olsen, Karen L. & Cudmore, B. Andrew & Hill, Ronald Paul, 2006. "The impact of perceived corporate social responsibility on consumer behavior," Journal of Business Research, Elsevier, vol. 59(1), pages 46-53, January.
- Duygu Turker, 2009. "How Corporate Social Responsibility Influences Organizational Commitment," Journal of Business Ethics, Springer, vol. 89(2), pages 189-204, October.
- C. Bhattacharya & Daniel Korschun & Sankar Sen, 2009. "Strengthening Stakeholder–Company Relationships Through Mutually Beneficial Corporate Social Responsibility Initiatives," Journal of Business Ethics, Springer, vol. 85(2), pages 257-272, April.
- Hae-Ryong Kim & Moonkyu Lee & Hyoung-Tark Lee & Na-Min Kim, 2010. "Corporate Social Responsibility and Employee–Company Identification," Journal of Business Ethics, Springer, vol. 95(4), pages 557-569, September.
- Lafferty, Barbara A. & Goldsmith, Ronald E., 1999. "Corporate Credibility's Role in Consumers' Attitudes and Purchase Intentions When a High versus a Low Credibility Endorser Is Used in the Ad," Journal of Business Research, Elsevier, vol. 44(2), pages 109-116, February.
When requesting a correction, please mention this item's handle: RePEc:kap:jbuset:v:110:y:2012:i:4:p:397-412. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sonal Shukla)or (Rebekah McClure)
If references are entirely missing, you can add them using this form.