DOI

https://doi.org/10.25772/4HXK-X855

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

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