Business Administration, Management, and Operations Commons^™

How Co-Creation Increases Employee Corporate Social Responsibility And Organizational Engagement: The Moderating Role Of Self-Construal, Bonnie Simpson, Jennifer Robertson, Katherine White

Management and Organizational Studies Publications

This research merges literature from organizational behavior and marketing to garner insight into how organizations can maximize the benefits of Corporate Social Responsibility (CSR) for enhanced CSR and organizational engagement of employees. Across two field experiments, the authors demonstrate that the effectiveness of employee co-creation activities in increasing employees’ positive CSR perceptions is moderated by self-construal (i.e., whether an individual views the self as relatively independent from or interdependent with others). In particular, the positive effect of co-creation on CSR perceptions emerges only for employees with a salient interdependent self-construal (either measured as an individual difference or experimentally manipulated). Moreover, …

The Ceo Effect: A Longitudinal, Multi-Level Analysis Of The Relationship Between Executive Orientation And Corporate Social Strategy, Daina D. Mazutis

Electronic Thesis and Dissertation Repository

Corporate social responsibility (CSR) is a strategic issue. Yet, research in this area has primarily focused on establishing a link between CSR and financial performance, with significantly less attention given to the antecedents of CSR at the individual, firm or industry levels. Notably, despite popular anecdotal examples that link the personal values, beliefs or characteristics of business leaders to the socially responsible nature of their companies, very little is actually known empirically about the relationship between executive orientation and the corporate social strategy pursued by the firm.

The empirical research study presented in this dissertation is designed to fill this …