Sales-Force Reactions to Corporate Social Responsibility: Attributions, Outcomes, and the Mediating Role of Organizational Trust

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The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “Vlachos et al. (2010) suggest that employees identify four motives for CSR: egoistic driven, value driven, stakeholder driven, and strategic driven.”
When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution (2015, background): “For example, Vlachos et al. (2010) tested Ellen et al. (2006)’s framework on a sample of sales force employees and concluded that stakeholder and values-driven CSR influenced employees’ trust, and that trust lead to loyalty intentions and positive word of mouth.”
Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership (2013, background): “As per the multiple needs model, intrinsic CSR-induced motives are likely to satisfy employees’ higher-order needs such as relational- and morality-based needs (Vlachos et al. 2010).”
Determinants and consequences of employee attributions of corporate social responsibility as substantive or symbolic (2016, background): “Vlachos et al. (2010) identified positive relationships between the more selfless attributions of four CSR Please cite this article in press as: Donia, M. B. L., & Tetrault Sirsly, C.-A., D social responsibility as substantive or symbolic, European Management J motives (i.e. values and…”