Author ORCID Identifier
https://orcid.org/0000-0001-9155-7573
Defense Date
2024
Document Type
Dissertation
Degree Name
Doctor of Philosophy
Department
Business
First Advisor
Jose M. Cortina
Second Advisor
David Skandera
Third Advisor
Dave Ketchen
Fourth Advisor
Andra Serban
Fifth Advisor
Stephen Fier
Abstract
Corporate social responsibility (CSR) can be thought of as involving an interaction between two parties: one party who performs the socially good deed (i.e., the “agents” of CSR), and another party who is to receive its benefits (i.e., the “intended beneficiary” of CSR). Research on employee reactions to CSR largely focuses on employees’ reactions to CSR in general, which makes it impossible to assess how employees’ roles as agents and beneficiaries of CSR influence subsequent attitudes and behaviors. Theories of justice suggest that employee perceptions of CSR change when they are and are not the agents and beneficiaries of CSR, and this in turn affects their attitudes. In the present study, I define and draw on this distinction between agents and intended beneficiaries to develop a theoretical model that explains how employees react to different kinds of CSR. Using multi-study approach, I tested the underlying employee-level components of this model. As predicted, different employee attitudes were triggered depending upon whether employees or non-employees are the intended beneficiary of CSR. However, the agent of CSR (employees vs. top management) did not have the anticipated effect on the relationships between the perceived benefits of CSR and employee attitudes. The voluntariness of employee involvement in CSR significantly influenced these relationships in the opposite direction of what was expected.
Rights
© The Author
Is Part Of
VCU University Archives
Is Part Of
VCU Theses and Dissertations
Date of Submission
8-5-2024
Included in
Business Administration, Management, and Operations Commons, Industrial and Organizational Psychology Commons, Strategic Management Policy Commons