The Effects of Perceived Corporate Social Responsibility on Employee Attitudes

By Ante Glavas, Ken Kelley. Business Ethics Quarterly, 2014

634 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/680f268973fc8efd775a6bfe08487ee1c3cb9e61

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Citations in the corpus

Meaningful Work, Job Resources, and Employee Engagement (2021, background): “For example, the impact of organizational resources, such as culture, climate, and Human Resource policies on meaningfulness and engagement, could usefully be explored [85], as could the impact of corporate responsibility initiatives [86].”
Determinants and consequences of employee attributions of corporate social responsibility as substantive or symbolic (2016, background): “For example, organizational commitment (Brammer et al., 2007; Glavas & Kelley, 2014; Maignan et al., 1999; Peterson, 2004; Stites & Michael, 2011), identification (Carmeli et al., 2007), and engagement (Glavas & Piderit, 2009), all important predictors of employee retention (Ashforth, Harrison, &…”
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).”
Fostering meaningful work in organizations: A multi-level review and integration (2019, background): “Indeed, prior research found that CSR is positively associated with meaningful work (Akdoğan, Arslan, & Demirtaş, 2016; Glavas & Kelley, 2014; Raub & Blunschi, 2014).”
Do employees value strategic CSR? A tale of affective organizational commitment and its underlying mechanisms (2019, background): “…embedded into the company’s mission, goals, and overall business model so they address priority stakeholders’ demands, in employ‐ ees’ eyes the work performed can become an extension of the firm’s contribution to society (Aguinis & Glavas, in press; Bauman & Skitka, 2012; Glavas & Kelley, 2014).”
Organizational public value and employee life satisfaction: the mediating roles of work engagement and organizational citizenship behavior (2020, background): “This dearth can be attributed in part to the general lack of individual-level research, including a low number of mediation and moderation analysis studies (Aguinis & Glavas, 2012; Glavas & Kelley, 2014).”