Understanding employees' responses to corporate social responsibility: mediating roles of overall justice and organisational identification

By K. De Roeck, Géraldine Marique, Florence Stinglhamber, V. Swaen. 2014

316 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b5d7e9a4c3429b64549fdecdfb38eb7c81f4752f

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Citations in the corpus

Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model (2016, background): “It is thus advisable that organizations communicate their CSR activities in order to strengthen employees’ attitudes toward their organization and job [24,59,60].”
Socially responsible HR practices and employees’ intention to quit: the mediating role of job satisfaction (2015, background): “It is noteworthy that earlier studies have mainly concentrated on investigating socially responsible practices’ impact on restricted employee attitudes, particularly, employee commitment (Shen and Zhu 2011) and job satisfaction (De Roeck et al. 2014).”
Talking about CSR matters: employees’ perception of and reaction to their company’s CSR communication in four different CSR domains (2019, methodology): “There are numerous calls for a finer-grained understanding of the effects of different CSR practices (Ailawadi et al. 2014; Roeck et al. 2014; Rupp et al. 2015; Taylor 2018; Schaefer, Terlutter, and Diehl 2019).”
The Influence of Corporate Social Responsibility on Incumbent Employees: A Meta-Analytic Investigation of the Mediating and Moderating Mechanisms (2020, background): “Of greater relevance to the current study is De Roeck and colleagues (De Roeck et al., 2014; De Roeck & Maon, 2016), who explain how CSR affects employee responses from a justice-based perspective of social exchange theory.”
Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification? (2016, background): “…he or she is a member’ (Mael and Ashforth, 1992, p. 104), in mediating the impact of some specific CSR practices on employees’ job satisfaction (De Roeck et al., 2014), commitment (Kim et al., 2010), job performance (Carmeli et al., 2007), intention to stay, and organizational citizenship…”