Do Employees Care About CSR Programs? A Typology of Employees According to their Attitudes

By Pablo Rodrigo, Daniel Arenas. 2008

428 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/034f257c6323d8f5763a7c2cd958b3ccf76b4313

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. K. De Roeck
2. Herman Aguinis
3. Ante Glavas
4. Hongru Zhang
5. Jie Shen
6. J. Simmons
7. H. Lee
8. Geoffrey Frost

In Organizational Behavior and Human Resource Management

1. Ante Glavas
2. Herman Aguinis
3. K. De Roeck
4. D. Skarlicki
5. Ruodan Shao
6. Tae-Yeol Kim
7. D. Rupp
8. Jie Shen

In Strategy and Management

1. K. De Roeck
2. Ante Glavas
3. Herman Aguinis
4. Constantin Blome
5. Jie Shen
6. Hongru Zhang
7. D. Rupp
8. O. Farooq

Citations in the corpus

• Embedding Corporate Social Responsibility in Corporate Governance: A Stakeholder Systems Approach (2013, background): “Examples include senior managers acting as exemplars of socially responsible business practice; sustainability as a core cultural value in ‘the way things are done around here’; support for CSR initiatives that go beyond the formal boundaries of the organisation, facilitating socially responsible su”
• On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work (2019, background): “…only six studies focusing on CSR at the individual level of analysis of incumbent employees that have adopted a qualitative methodological approach (i.e., Bansal, 2003; McShane & Cunningham, 2012; Rodrigo & Arenas, 2008; Rupp & Bell, 2010; Shepherd, Patzelt, & Baron, 2013; Sonenshein et al., 2014).”
• CSR disclosure and financial performance revisited: A cross-country analysis (2018, background): “Improved financial performance might be driven by more productive and loyal employees (Dobele et al., 2014; Hillman and Keim, 2001; Rodrigo and Arenas, 2008); the development of more cost-efficient organisational processes, such as alternative energy sources and recycling techniques (Schaltegger et…”
• Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and individualism (2018, positive): “…and commitment (Brammer, He, & Mellahi, 2015; Ditlev‐Simonsen, 2015; Farooq, Payaud, Merunka, & Valette‐Florence, 2013; Farooq, Rupp, & Farooq, 2017; Gully, Phillips, Castellano, Han, & Kim, 2013; Jones, Willness, & Madey, 2014; Rodrigo & Arenas, 2008; Rupp, Skarlicki, et al., 2013).”
• Corporate Social Responsibility and Employee–Company Identification (2010, background): “The influence of CSR performance on internal stakeholders (i.e., employees) is gaining attention from both marketing and management researchers (Berger et al., 2006; Brammer et al., 2007; Collier and Esteban, 2007; Larson et al., 2008; Peterson, 2004a; Rodrigo and Arenas, 2008; Rupp et al., 2006).”
• Socially Responsible Human Resource Management and Employee Support for External CSR: Roles of Organizational CSR Climate and Perceived CSR Directed Toward Employees (2017, methodology): “Empirical research has indicated that employees may have different attitudes toward CSR, such as being committed, indifferent, or dissident (Rodrigo and Arenas 2008).”
• Motives and Performance Outcomes of Sustainable Supply Chain Management Practices: A Multi-theoretical Perspective (2017, background): “…responsible initiatives are more aligned with societal expectations as they gain legitimacy (Palazzo and Scherer 2006), retain motivated employees (Rodrigo and Arenas 2008), incur fewer negative events (Husted 2005), and attract more customers and funds (Hill et al. 2007), which all might…”
• Corporate Social Responsibility, Employee–Company Identification, and Organizational Commitment: Mediation by Employee Engagement (2015, neutral): “lationship (Park et al. 2006; Rodrigo and Arenas 2008).”