Corporate Social Responsibility as a Stakeholder Signal: Fairness and Belonging as Pathways to Job Satisfaction and Commitment

Existing research shows that corporate social responsibility (CSR) benefits firms in terms of return on investment, customer satisfaction, and reputation; however, limited attention is given to employees as internal stakeholders. Drawing on Stakeholder Theory, Social Exchange Theory, and Social Identity Theory, this study investigates how CSR perceptions influence job satisfaction and organizational commitment. Using survey data from 385 valid employee responses collected across CSR-engaged organizations, we find that CSR is indirectly related to job satisfaction and organizational commitment through both organizational identification and overall justice. In addition, distributive justice strengthens the indirect relationship between CSR and job satisfaction via overall justice, indicating that the fairness signal conveyed by CSR is more consequential when employees also perceive outcome allocations as fair. By integrating exchange and identity perspectives, this study advances CSR research by connecting organizational and psychological levels. Moreover, it offers practical implications for HR policies that align CSR initiatives with employee well-being rather than shifting costs onto staff. | IntroductionCorporate social responsibility (CSR) has moved from a peripheral concern to a central strategic priority for organizations worldwide. Firms increasingly seek to contribute to social and environmental well-being through their business operations (Schulz and Flanigan 2016), and scholarly attention has expanded in parallel (Lee 2008; Brammer et al. 2007). Despite this growing interest, debate persists over whether CSR truly benefits companies. Some studies link CSR to improved return on investment (Nehrt 1996), customer satisfaction (Fagerstrøm et al.