Employee Judgments of and Behaviors Towards Corporate Social Responsibility: A Multi-Study Investigation of Direct, Cascading, and Moderating Effects

By Pavlos A. Vlachos, Nikolaos Panagopoulos, Adam Rapp. 2014

210 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/277a46a6023bbd226d061c9181c3e1cb919b4af7

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Citations in the corpus

The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, methodology): “Inspired by this approach, Vlachos, Panagopoulos, and Rapp (2014) define CSR judgments as employees’ perceptions of the firm’s external CSR.”
Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification? (2016, background): “Accordingly, some scholars suggest that CSR, which entail norms and values regarding the treatment of external stakeholders, defines an organization’s third-party justice (Glavas and Kelley, 2014; Rupp, 2011; Rupp et al., 2006, 2013; Vlachos et al., 2014).”
Workplace Health Promotion, Employee Wellbeing and Loyalty during Covid-19 Pandemic—Large Scale Empirical Evidence from Hungary (2021, background): “In contrast, few research show that CSR activities can motivate employees to initiate commitment, however, CSR performance does not result increasing job performance (Houghton et al. 2009; Vlachos et al. 2014).”
How Do Employees Perceive Corporate Responsibility? Development and Validation of a Multidimensional Corporate Stakeholder Responsibility Scale (2018, background): “For example, individual personality differences might affect the relationship between perceived CStR and its outcomes (Rupp et al., 2013; Vlachos et al., 2014).”
Hypocritical organizations: Implications for employee social responsibility (2020, methodology): “Specifically, our findings indicate that corporate hypocrisy has a detrimental impact on ESR, a vital employee outcome necessary to support and promote organizational CSR efforts (Aguinis & Glavas, 2019; Vlachos et al., 2014).”
Ethical Leadership and Corporate Social Responsibility in China: A Multilevel Study of Their Effects on Trust and Organizational Citizenship Behavior (2017, background): “CSR through the creation of shared meaning (Weick 1995), contributes to the development of a social identity (Tadjfel and Turner 1986), which in turn, influences organizational commitment that leads to OCBs toward one’s coworkers (OCB-I) and toward the employing organization (OCB-O) (Collier and Est”