The Relationship between Perceptions of Corporate Citizenship and Organizational Commitment

By Dane K. Peterson. 2004

822 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c9df60a7cf0c5771170e398be4c6386c6341b9f1

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Citations in the corpus

Bridging corporate social responsibility and compassion at work (2014, background): “Most of these studies have focused on how employee perceptions of CSR influence organizational commitment, job satisfaction, organizational citizenship behavior (OCB), employee/organizational attractiveness, organizational reputation, and job performance (e.g. Aguilera et al., 2007; Carmeli et al., ”
‘Green’ Human Resource Benefits: Do they Matter as Determinants of Environmental Management System Implementation? (2012, background): “Next to effects on the level of EMS implementation it is also important to consider how the change in implementation levels associates with the change HR-related benefits since this informs about the greening of organisational change (Harris and Crane 2002; Peterson 2004).”
Corporate social responsibility in the food sector (2011, background): “…et al. (2011); Houghton et al. (2009)a; Jones (2010) Customer loyalty E Maignan et al. (1999) (two studies) Company’s performance E Ali et al. (2010); Lo et al. (2008); Maignan et al. (1999) (two studies); Sweeney (2009) Maignan et al. (1999); Peterson (2004) aThe study refers to volunteerism.”
Corporate Responsibility and Financial Performance: The Role of Intangible Resources (2010, neutral): “Second, CRP also influences work attitudes, favoring employees’ morale (Peterson, 2004) and their contribution to initiatives that are beneficial to the organization, such as generating ideas for making corporate practices more environmentally friendly (Ramus and Steger, 2000).”
Corporate Social Responsibility That “Pays”: A Strategic Approach to CSR for SMEs ** (2017, background): “This can save costs by increasing loyalty and employee commitment (Castelo Branco and Rodrigues 2006), minimizing absenteeism, staff turnover (Vitaliano 2010), and the cost associated with recruiting and training new employees (Castelo Branco and Rodrigues 2006; Peterson 2004).”
How the Perceptions of Five Dimensions of Corporate Citizenship and Their Inter-Inconsistencies Predict Affective Commitment (2010, background): “Studies have found empirical support for the fourdimensional structure mentioned above in French and North-American contexts (Maignan and Ferrell, 2000, 2001b; Maignan et al., 1999; Peterson, 2004).”
'Employees response to corporate social responsibility: Exploring the role of employees' collectivist orientation' (2014, background): “A few studies (i.e. Farooq, Payaud, Merunka, & Valette-Florence, 2013; Peterson, 2004; Rego, Leal, Cunha, Faria, & Pinho, 2010; Stites & Michael, 2011; Turker, 2009) have attempted to answer such question, examining the effects of perceived CSR on organizational commitment.”
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, &…”
The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “Several other individual differences might moderate the effect of CSR on employees, such as an employee’s personal beliefs about the importance of CSR (Peterson, 2004), moral identity (Mallory & Rupp, 2014; Rupp, Shao et al.”
Market Orientation, Corporate Social Responsibility, and Business Performance (2011, background): “Furthermore, CSR increases employee commitment to the organisation, which ultimately enhances performance (Albinger and Freeman, 2000; Backhaus et al., 2002; Greening and Turban, 2000; Maignan et al., 1999; Peterson, 2004; Turban and Greening, 1997).”
Corporate Social Responsibility and Resource-Based Perspectives (2006, background): “Empirical research shows that a firm s social responsibility actions matter to its employees (Albinger and Freeman, 2000; Backhaus et al., 2002; Greening and Turban, 2000; Peterson, 2004; Turban and Greening, 1997).”
Trickle Effects of Cross-Sector Social Partnerships (2010, background): “…if it helps to create favourable employees’ perceptions of organizational fairness, support, trust and job satisfaction, with positive implications for work motivation, commitment, turnover intentions and productivity (Brammer et al., 2007, Gond et al., 2007; Koh and Boo, 2001; Peterson, 2004).”