How co-creation increases employee Corporate Social Responsibility and organizational engagement: the moderating role of self-construal
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 th...
| Authors: | ; ; |
|---|---|
| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
Springer
2020
|
| In: |
Journal of business ethics
Year: 2020, Volume: 166, Issue: 2, Pages: 331-350 |
| Further subjects: | B
Self-construal
B Sustainability B Aufsatz in Zeitschrift B Co-creation B Commitment B Corporate social responsibility (CSR) |
| Online Access: |
Volltext (lizenzpflichtig) Volltext (lizenzpflichtig) |
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| 520 | |a 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 results demonstrate that increased positive CSR perceptions then predict increased CSR engagement and organizational engagement. The research thus highlights the need to consider self-construal when trying to utilize co-creation to predict CSR engagement and organizational engagement, via CSR perceptions. | ||
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