Corporate Social Responsibility and Employee–Company Identification
This study proposes two identification cuing factors (i.e., CSR associations and CSR participation) to understand how corporate social responsibility (CSR) relates to employees’ identification with their firm. The results reveal that a firm’s CSR initiatives increase employee–company identification...
| 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
2010
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| In: |
Journal of business ethics
Year: 2010, Volume: 95, Issue: 4, Pages: 557-569 |
| Further subjects: | B
CSR participation
B perceived external prestige (PEP) B employee–company identification (E–C identification) B Corporate social responsibility (CSR) B CSR associations |
| Online Access: |
Volltext (JSTOR) Volltext (lizenzpflichtig) |
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| 520 | |a This study proposes two identification cuing factors (i.e., CSR associations and CSR participation) to understand how corporate social responsibility (CSR) relates to employees’ identification with their firm. The results reveal that a firm’s CSR initiatives increase employee–company identification (E–C identification). E–C identification, in turn, influences employees’ commitment to their company. However, CSR associations do not directly influence employees’ identification with a firm, but rather influence their identification through perceived external prestige (PEP). Compared to CSR associations, CSR participation has a direct influence on E–C identification. On the basis of these findings, it is argued that CSR performance can be an effective way for companies to maintain a positive relationship with their employees. | ||
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