Corporate social responsibility and work engagement: testing a moderated mediation model

2017 ◽  
Vol 33 (5) ◽  
pp. 661-673 ◽  
Author(s):  
Yongqiang Gao ◽  
Dan Zhang ◽  
Yuanyuan Huo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Work Engagement ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Corporate Social

CEO Ethical Leadership and Corporate Social Responsibility: A Moderated Mediation Model

2014 ◽  
Vol 130 (4) ◽  
pp. 819-831 ◽  
Author(s):  
Long-Zeng Wu ◽  
Ho Kwong Kwan ◽  
Frederick Hong-kit Yim ◽  
Randy K. Chiu ◽  
Xiaogang He
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Ethical Leadership ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Corporate Social

scholarly journals Corporate Hypocrisy and Counterproductive Work Behavior: A Moderated Mediation Model of Organizational Identification and Perceived Importance of CSR

2020 ◽  
Vol 12 (5) ◽  
pp. 1847 ◽  
Author(s):  
Qing Miao ◽  
Jun Zhou
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Identification ◽  
Moderated Mediation ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Perceived Importance ◽  
Corporate Social

When companies say one thing and do another in a corporate social responsibility context, they run the risk of corporate hypocrisy. Apart from the negative attitudes within customers, the purpose of our study was to explore what consequence corporate hypocrisy would cause on employees. This study investigated the possible link between corporate hypocrisy and employees’ counterproductive work behaviors with a moderated mediation model. Based on social identity theory, our research found that the influence of corporate hypocrisy on organization-directed counterproductive work behaviors was partially mediated by organizational identification, while the first stage of mediation is moderated by the levels of employees’ perceived importance of corporate social responsibility. Data from 259 employees in China, collected across three time periods, suggest that corporate hypocrisy will lead to a decrease of organizational identification, triggering CWB against the company. The indirect effect of corporate hypocrisy on CWB-O via organizational identification is enhanced when employees’ perceived importance of corporate social responsibility is high. Our findings provide contributions to both corporate running and theoretical research.

scholarly journals Corporate Social Responsibility and Employees’ Affective Commitment: A Moderated Mediation Study

2020 ◽  
Vol 12 (14) ◽  
pp. 5833 ◽  
Author(s):  
Khadija Bouraoui ◽  
Sonia Bensemmane ◽  
Marc Ohana
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Affective Commitment ◽  
Moderated Mediation ◽  
Need To Belong ◽  
Moderated Mediation Model ◽  
Underlying Mechanisms ◽  
Person Organization Fit ◽  
Corporate Social ◽  
The Relationship

Corporate Social Responsibility (CSR) has mainly been studied at a macro level through its impact on the financial performance of the company. However, individuals’ perceptions of CSR influence various attitudes and behaviors at work, including employees’ affective commitment. Whereas the relationship between perceptions of CSR and employees’ affective commitment has already been shown in the literature, less is known about its underlying mechanisms. This research seeks to specifically explain this relationship in order to understand how perceptions of CSR influence individuals’ affective commitment at work. We present two studies (Study 1, N = 181; Study 2, N = 145) to test a theoretical model that introduces person-organization fit (PO fit) as a mediator of this relationship and the need to belong as a moderator of the relationship between CSR and PO fit. The results of the moderated mediation model (using PLS-SEM) are developed and a discussion is provided.

scholarly journals The Performance Implication of Corporate Social Responsibility: The Moderating Role of Employee’s Prosocial Motivation

2021 ◽  
Vol 18 (6) ◽  
pp. 3128
Author(s):  
Min-Jik Kim ◽  
Byung-Jik Kim
Keyword(s):  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Social Responsibility ◽  
Organizational Performance ◽  
Future Research ◽  
Prosocial Motivation ◽  
Moderated Mediation Model ◽  
Micro Level ◽  
Corporate Social ◽  
The Relationship

Although there has been extensive research on the corporate social responsibility (CSR)–performance link, full understanding is still elusive. A possible reason for this is the limited understanding of the underlying processes that affect the relationship. Grounded in institutional theory, which emphasizes the importance of micro-level intermediating processes (e.g., employees’ perceptions and attitudes) to explain a macro-level association (i.e., CSR to organizational performance), we built a moderated mediation model where: (i) organization commitment mediated the influence of CSR on organizational performance, and (ii) an employee’s prosocial motivation moderated the relationship between CSR and organizational commitment. Using three-wave time-lagged survey data obtained from 302 Korean workers, we found that organizational commitment is an important micro-level process in the CSR–performance link, and that the level of an employee’s prosocial motivation can positively moderate that link. We discuss theoretical and practical implications, along with limitations and future research directions.

Subdimensions of total rewards satisfaction and creativity among R&D employees: a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhenyuan Wang ◽  
Jianghong Du ◽  
Herman H.M. Tse ◽  
Jun Gu ◽  
Hui Meng ◽  
...  
Keyword(s):  
Work Stress ◽  
Work Engagement ◽  
Indirect Effects ◽  
Moderated Mediation ◽  
Relative Importance ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Total Rewards

PurposeThis study aims to explore the relative importance of the subdimensions of total rewards satisfaction in predicting research and development (R&D) employee creativity. In addition, the study examines the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement and the moderating role of challenge-related work stress in the first stage.Design/methodology/approachA two-wave design was used, in which total rewards satisfaction and challenge-related work stress were measured in the first wave. Work engagement and creativity were measured in the second wave. Dominance analysis and the latent moderated mediation model were used for the data analyses.FindingsThe analyses show that nonfinancial rewards satisfaction completely dominates indirect and direct financial rewards satisfaction when predicting creativity. Indirect financial rewards satisfaction completely dominates direct financial rewards satisfaction when predicting creativity. Work engagement mediates the relationships between the subdimensions of total rewards satisfaction and creativity. Challenge-related work stress moderates the relationships between the subdimensions of total rewards satisfaction and work engagement and the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement.Practical implicationsThe results imply that managers should set challenge demands for R&D employees and try to improve their total rewards satisfaction, especially their nonfinancial and indirect financial rewards satisfaction, for them to be more creative.Originality/valueThis empirical study contributes to the literature by comparing the relative importance of the different dimensions of total rewards satisfaction in predicting creativity. The study also clarifies how (through work engagement) and when (based on challenge-related work stress) the subdimensions of total rewards satisfaction are positively related to R&D employees' creativity.

Sign in / Sign up

Export Citation Format

Share Document