Employee reactions to corporate social responsibility: an organizational justice framework

By D. Rupp, Jyoti Ganapathi, Ruth V. Aguilera, C. Williams. 2006

935 citations recorded by the source corpus.

Subfields: Information Systems and Management, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3a395e85934b475c154b51438c4c371edd7f5ea1

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Citations in the corpus

The Influence of Corporate Social Responsibility on Incumbent Employees: A Meta-Analytic Investigation of the Mediating and Moderating Mechanisms (2020, background): “First, consistent with the micro-CSR literature (Rupp et al., 2006), our analyses focus on the impacts of perceived CSR.”
When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution (2015, background): “On the other hand, if they perceive that their organizations are ethical and are fulfilling their moral duties, employees will have a positive attitude about the organization and will likely work productively on the organization’s behalf (Rupp et al. 2006).”
Corporate social responsibility as a source of employee satisfaction (2012, background): “…and development programs can demonstrate a company’s general commitment to its employees, contribute to judgments of general fairness and attributions of corporate morality, build trust in the company, and reduce fears of exploitation (cf. Aguilera et al., 2007; Rupp, 2011; Rupp et al., 2006).”
Pride or Embarrassment? Employees’ Emotions and Corporate Social Responsibility (2015, background): “These findings support the findings of Fineman’s (1996a), Rupp et al. (2006) and Carrus et al. (2008) on the importance of negative emotions (or fear of them) for responsible behavior.”
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).”
Stakeholder pressure and CSR adoption: The mediating role of organizational culture for Chinese companies (2016, methodology): “CSR practices Following previous studies (Clarkson, 1995; David et al., 2005; Freeman, 1984; Rupp et al., 2006), four CSR practices were considered in this paper: environmental CSR, philanthropic CSR, ethical CSR, and stakeholder-relation CSR practices.”
Corporate Social Responsibility, Ethical Leadership, and Trust Propensity: A Multi-Experience Model of Perceived Ethical Climate (2015, background): “Trustworthiness can be inferred from CSR activity (e.g., how justly the organization treats the environment and community—see Rupp et al. 2006) and empirically CSR has been linked to trust in top management (Hansen et al. 2011).”
Understanding Japanese CSR: The Reflections of Managers in the Field of Global Operations (2009, background): “’’ Thus, as Rupp et al. (2006) argue, bringing an Asian perspective into view is surely critical if any genuine advancement can be made to influence positive social change and environmental sustainability.”
How Do Employees Perceive Corporate Responsibility? Development and Validation of a Multidimensional Corporate Stakeholder Responsibility Scale (2018, methodology): “Although no scale reflects the justice-based view of CSR perceptions (Rupp et al., 2006), prior studies employ justice constructs as proxies for CSR.”