Doing good and doing well?: CSR climate as a driver of team empowerment and team performance
The establishment or nurturing of a supportive organizational climate encompasses various activities rooted in ethical commitments. This study focuses on the outcome of these activities, exploring how team members’ collective interpretation and evaluation of corporate social responsibility (CSR) ini...
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| 其他作者: | ; |
| 格式: | 電子 Article |
| 語言: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | 載入...
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| Interlibrary Loan: | Interlibrary Loan for the Fachinformationsdienste (Specialized Information Services in Germany) |
| 出版: |
2024
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| In: |
Journal of business ethics
Year: 2024, 卷: 195, 發布: 3, Pages: 599-614 |
| Further subjects: | B
企業社會責任
B Team performance B Aufsatz in Zeitschrift B Team empowerment B CSR authenticity B CSR climate |
| 在線閱讀: |
Volltext (lizenzpflichtig) Volltext (lizenzpflichtig) |
| 總結: | The establishment or nurturing of a supportive organizational climate encompasses various activities rooted in ethical commitments. This study focuses on the outcome of these activities, exploring how team members’ collective interpretation and evaluation of corporate social responsibility (CSR) initiatives’ presence and authenticity impact team empowerment as a driver of team performance. Drawing on the organizational climate literature, while integrating signaling theory and attribution theory, we hypothesize that the impact of CSR climate on team performance through team empowerment hinges on two key factors. First, teams must perceive the presence of CSR initiatives, denoting CSR climate quality. Secondly, there must be a consensus regarding the authenticity of these initiatives, signifying CSR climate strength. Results from a partial least squares—structural equation modeling analysis of multi-informant data obtained from 537 team members within 73 teams of 35 retail organizations in Belgium support most of our hypotheses. The results reveal that both CSR climate quality and strength are important drivers of team empowerment in support of team performance. |
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| ISSN: | 1573-0697 |
| Contains: | Enthalten in: Journal of business ethics
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| Persistent identifiers: | DOI: 10.1007/s10551-024-05678-z |
