License to Ill: The Effects of Corporate Social Responsibility and CEO Moral Identity on Corporate Social Irresponsibility

By Margaret Ormiston, Elaine Wong. 2013

163 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/a1c8dd0d6d1de94863e2485d4e5025fd8c38e229

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

CEO Greed, Corporate Social Responsibility, and Organizational Resilience to Systemic Shocks (2020, background): “In support of this, Ormiston and Wong (2013) found CEOs’ moral identity to be a key driver of corporate social irresponsibility.”
On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work (2019, background): “…(1999b) Issues (e.g., issue selling) Sonenshein, DeCelles, and Dutton (2014) Leadership (charismatic, strategic, transformational, visionary) Ormiston and Wong (2013); Robertson and Barling (2013); Sully de Luque, Washburn, Waldman, and House (2008); Vlachos, Panagopoulos, and Rapp (2013);…”
Does Moral Identity Effectively Predict Moral Behavior?: A Meta-Analysis (2016, unknown): “…2012; Hardy, Bean, & Olson, 2015; Johnston & Krettenauer, 2011; Kavussanu, Stanger, & Broadley, 2013; Krettenauer & Casey, 2015; Matherne, 2009; Ormiston & Wong, 2013; Reynolds & Ceranic, 2007; Sage, Kavussanu, & Duda, 2006) reported separate effect sizes for different behavioral outcomes…”
Extending Corporate Social Responsibility Research to the Human Resource Management and Organizational Behavior Domains: A Look to the Future (2013, methodology): “Finally, Ormiston and Wong (2013) draw on moral licensing and strategic leadership theories to describe how organizations can move from CSR to corporate social irresponsibility (CSiR) through the acquisition of moral credits.”
The effects of managerial and employee attributions for corporate social responsibility initiatives (2017, background): “This skepticism is well founded, as firms routinely implement CSR activities in the wake of socially irresponsible actions (Ormiston & Wong, 2013).”
Shame on Who? The Effects of Corporate Irresponsibility and Social Performance on Organizational Reputation (2019, unknown): “In such circumstances, stakeholders are left to reconcile inconsistent information regarding the nature of businesses and their activities (de Jong and van de Meer, 2017; Ormiston and Wong, 2013; Wagner, Lutz and Weitz, 2009).”