'Employees response to corporate social responsibility: Exploring the role of employees' collectivist orientation'

By M. Farooq, O. Farooq, Sajjad M. Jasimuddin. 2014

265 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a300bdbf54958e349b8e9b3a3011b65ec8083086

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In Communication

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning (2017, background): “Farooq, Farooq, and Jasimuddin (2014) also showed the relationship between employee perceptions of corporate social responsibility (understood as some HR actions that send signals of recognition, such as extensive training, participation in decisionmaking and pay for performance) and…”
How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust (2018, background): “This type of link is particularly true in the case of CSR (El Akremi et al. 2015; Farooq et al. 2014; Glavas and God‐ win 2013).”
Talking about CSR matters: employees’ perception of and reaction to their company’s CSR communication in four different CSR domains (2019, methodology): “CSR policies and practices can focus on many different aspects, which can be structured into four core domains: (1) customer-oriented, (2) employee-oriented, (3) environment-oriented, and (4) philanthropy-oriented activities (Farooq, Farooq, and Jasimuddin 2014).”
The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “Glavas and Piderit (2009) and Spanjol, Tam, and Tam (2015) highlight a positive influence of CSR on employee creativity; Farooq et al. (2014) indicate benefits for knowledge sharing.”
Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and individualism (2018, background): “Perhaps those high in individualism are less concerned with external CSR initiatives (see Farooq et al., 2014) and CSR initiatives that are more peripheral to the organization's core mission (Aguinis & Glavas, 2013) as compared with internal and more strategically embedded CSR initiatives (Smith &…”
On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work (2019, background): “For example, Farooq, Farooq, and Jasimuddin (2014) found that the relation between CSR and organizational identification was stronger in collectivistic cultures.”