When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution

By J. Story, P. Neves. 2015

271 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4eefc5942d74f4d12f318f6e6e9c2f9ea156a353

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Citations in the corpus

Determinants and consequences of employee attributions of corporate social responsibility as substantive or symbolic (2016, background): “…Glavas & Kelley, 2014; Maignan & Ferrell, 2001; Maignan et al., 1999; Peterson, 2004; Stites & Michael, 2011), in-role and extra-role performance (Story & Neves, 2015) and organizational citizenship behaviors (OCBs; Evans et al., 2011; Hansen, Dunford, Boss, Boss, & Angermeier, 2011; Lin, Lyau,…”
Effects of corporate social responsibility on customer satisfaction and organizational attractiveness: A signaling perspective (2019, unknown): “…perspective indicates that firms en‐ gage in CSR owing to extrinsic and intrinsic motivators, such as market and institutional pressures, and also because of the engen‐ dered benefits, such as augmented employee engagement and cus‐ tomer satisfaction (Nybakk & Panwar, 2015; Story & Neves, 2015).”
Do hotel employees really care for corporate social responsibility (CSR): a happiness approach to employee innovativeness (2021, background): “This study focuses on CSR at the employees’ level of analysis by following the dichotomous construct of H. Kim et al. (2020) in terms of instrumental and volunteer CSR. Instrumental CSR refers to those socially responsible operations and activities that directly influence employees.”
Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and individualism (2018, background): “Nor do they reflect employees' attributions surrounding the organization's motives for putting CSR initiatives in place (e.g., Story & Neves, 2015 consider employee perceptions of whether their employing organization is caring, sincere, and benevolent versus reactive to external forces such as…”