Does an organizational doing good cause its employees to do good? The impact of employee-perceived CSR on organizational citizenship behavior
| dc.contributor.advisor | Chen, Chih Hung | th |
| dc.contributor.author | Li, Yingxia | th |
| dc.date.accessioned | 2023-09-07T02:58:28Z | |
| dc.date.available | 2023-09-07T02:58:28Z | |
| dc.date.issued | 2022 | th |
| dc.date.issuedBE | 2565 | th |
| dc.description | Thesis (Ph. D. (Management))--National Institute of Development Administration, 2022 | th |
| dc.description.abstract | Since formally proposed, CSR has been the subject of debate and research, and has aroused the interest of scholars in management, sociology, strategy, law and other fields. More and more scholars believe companies should approach their business from a sustainable development perspective and support CSR activities. However, in China, companies do not actively participate in CSR, or have “hypocritical” motives to do so. The reason is not only because of lax external legal constraints and information asymmetry, but also because they do not have a comprehensive understanding of “what CSR brings to the organization” and “How to implement CSR effectively”. In terms of the CSR literature, scholars argue as as more companies engage in CSR activities, there is an urgent need to establish a research stream to explore the impact of CSR on employee behavior, performance, and productivity. Unfortunately, there are not so many CSR researches taking employees as the analysis unit. The knowledge about employees’ responses to CSR is still largely fragmented and lacks theoretical consolidation. Therefore, this study attempted to fill this gap. Based on stakeholder theory, social identity theory and social exchange theory, this study innovatively proposes a new comprehensive model to explore the mechanism of the influence of employee-perceived CSR on employee organizational citizenship behavior at the micro individual level through rigorous research design and standardized research methods. This study believes that if the underlying mechanism between CSR and organizational citizenship behavior is revealed, managers can adjust the organization’s CSR strategy accordingly to effectively implement CSR and embed CSR practices into organizational design and processes to advance the cause of CSR. This study argues that employee-perceived CSR includes three dimensions: perceived CSR altruism, perceived CSR execution and perceived CSR participation. It wants to verify three questions. (1) Whether perceived CSR altruism, perceived CSR execution and perceived CSR participation positively affect employee organizational citizenship behavior? (2) Whether perceived CSR altruism, perceived CSR execution and perceived CSR participation positively affects employee organizational citizenship behavior via the mediating role of organizational identification? (3) Whether organizational identification positively affects employe organizational citizenship behavior via the moderating role of perceived organizational support? Using 409 survey data from two regions with different levels of economic development in China, the conceptual model is tested by hierarchical regression analysis and SEM. Empirical results indicate that perceived CSR altruism, perceived CSR execution and perceived CSR participation all have positive impact on organizational citizenship behavior through the partial mediation of organizational identification, and perceived organizational support moderates the positive impact between organizational identification and organizational citizenship behavior. This study offers managerial implications. (1) Employee-perceived CSR includes perceived CSR execution, perceived CSR altruism and perceived CSR participation. Therefore, enterprises should design CSR programs in a manner that effectively promotes employees’ perception of the three dimensions. (2) CSR has a positive impact on organizational identification and organizational citizenship behavior. Therefore, CSR is worth investing in. Enterprises should integrate social responsibility into their development strategies. (3) Organizational identification is a bridge connecting perceived CSR and organizational citizenship behavior, so enterprises should pay attention to the cultivation of employee identification. (4) Enterprises should create a sense of organizational support and increasing the degree to which organizational identity positively affects organizational citizenship behavior. (5) To develop CSR, in addition to formulate CSR-related regulations, the government should publicize the positive role of CSR in the organization and stimulate the internal driving force of enterprises to fulfill CSR. This study contributes to the extant literature in multiple ways. First, it provides a more comprehensive perspective of individual perception and assessment of CSR by expanding the dimensions of employee-perceived CSR. Second, it offers a new conceptual model and explores why and how perceived CSR contributes to employee outcomes in the workplace, which not only responds to the call to explain why CSR impacts employee output , but also integrates and expands CSR research at the individual level, helping to bridge the micro-level research gap that has been criticized in the field of CSR research. Third, it discovers that perceived organizational support moderates the positive impact of organizational identification on organizational citizenship behavior, which better answers “how” and “under what conditions” CSR contributes to employee outcomes and advances the understanding of the psychological processes linking CSR to organizational citizenship behavior. Practically, based on an empirical survey of Chinese firms, this study proves that CSR can trigger employees’ organizational citizenship behavior, thereby inspire the CEO’s enthusiasm to implement CSR and promote the development of CSR in China. It also provides a theoretical and guiding model for companies to formulate, implement and disseminate CSR strategies, thereby optimizing the return on CSR investment. This study contributes to the extant literature in multiple ways. First, it provides a more comprehensive perspective of individual perception and assessment of CSR by expanding the dimensions of employee-perceived CSR. Second, it offers a new conceptual model and explores why and how perceived CSR contributes to employee outcomes in the workplace, which not only responds to the call to explain why CSR impacts employee output , but also integrates and expands CSR research at the individual level, helping to bridge the micro-level research gap that has been criticized in the field of CSR research. Third, it discovers that perceived organizational support moderates the positive impact of organizational identification on organizational citizenship behavior, which better answers “how” and “under what conditions” CSR contributes to employee outcomes and advances the understanding of the psychological processes linking CSR to organizational citizenship behavior. Practically, based on an empirical survey of Chinese firms, this study proves that CSR can trigger employees’ organizational citizenship behavior, thereby inspire the CEO’s enthusiasm to implement CSR and promote the development of CSR in China. It also provides a theoretical and guiding model for companies to formulate, implement and disseminate CSR strategies, thereby optimizing the return on CSR investment. | th |
| dc.format.extent | 179 leaves | th |
| dc.format.mimetype | application/pdf | th |
| dc.identifier.other | b21600 | th |
| dc.identifier.uri | https://repository.nida.ac.th/handle/662723737/6642 | th |
| dc.language.iso | eng | th |
| dc.publisher | National Institute of Development Administration | th |
| dc.rights | This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. | th |
| dc.subject | e-Thesis | th |
| dc.subject | Corporate social responsibility | th |
| dc.subject | Organizational citizenship behavior | th |
| dc.subject | Organizational identification | th |
| dc.subject | Perceived organizational support | th |
| dc.subject.other | Employees -- Attitude | th |
| dc.subject.other | Organizational behavior | th |
| dc.subject.other | Social responsibility of business | th |
| dc.title | Does an organizational doing good cause its employees to do good? The impact of employee-perceived CSR on organizational citizenship behavior | th |
| dc.type | text--thesis--doctoral thesis | th |
| mods.genre | Dissertation | th |
| mods.physicalLocation | National Institute of Development Administration. Library and Information Center | th |
| thesis.degree.department | International College | th |
| thesis.degree.discipline | Management | th |
| thesis.degree.grantor | National Institute of Development Administration | th |
| thesis.degree.level | Doctoral | th |
| thesis.degree.name | Doctor of Philosophy | th |