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With an increasing economic crisis, Corporate Social Responsibility (CSR) has emerged as a strategic lever representing a competitive advantage for companies, especially for Small and Medium-sized Enterprises (SMEs). Although scholars have analyzed the various dimensions of CSR, the employers ’ agency toward CSR, and its impacts on employees ’ work...
Citations
... Research has demonstrated a robust link between social connectedness and organizational commitment. Alanoglu and Karabatak [6] and D' Aprile and Talò [54] highlight how social connectedness cultivates a sense of community within organizations, reducing cynicism and strengthening commitment through psychosocial processes. Similarly, Brown and Leite [7] observed that social and organizational connectedness positively influenced employee well-being and productivity during remote work scenarios, emphasizing the enduring benefits of social bonds across varied work environments. ...
... First, we posit a direct positive relationship between social connectedness and teacher commitment. Strong relationships with colleagues, administrators, students, and parents [10] foster a sense of community, reduce feelings of isolation, and promote organizational commitment [11,54]. Additionally, the social support inherent in these connections mitigates workplace stress and enhances job satisfaction [1]. ...
... Firstly, social connectedness nurtures a sense of community within schools. It is argued that robust social bonds mitigate cynicism and foster a sense of belonging, which in turn enhances organizational commitment [6,54]. This communal support serves as a buffer against challenges, bolstering teachers' dedication to their schools. ...
This study investigated the factors influencing teachers’ organizational commitment in China. We employed a survey design with a sample of 506 full-time teachers from various public middle and high schools across mainland China. Social connectedness, job control, and work engagement were measured using self-reported scales. Structural equation modeling (SEM) was utilized to examine the hypothesized relationships. The results indicated that social connectedness and job control were directly associated with higher levels of organizational commitment among teachers. Furthermore, work engagement played a mediating role in these relationships. Specifically, teachers who felt more connected to their colleagues and had greater control over their work reported higher levels of work engagement, which, in turn, predicted stronger organizational commitment. These findings highlight the importance of fostering a supportive and collaborative school environment to cultivate social connectedness and provide teachers with greater autonomy and decision-making opportunities to enhance job control. By nurturing these factors, schools can promote work engagement, ultimately leading to a more dedicated and committed teaching workforce.
... ElGammal et al. [134]; Turyakira [135]; Abdelzaher and Abdelzaher [136]; Cockburn et al. [137]; D'Aprile and Talò [138]; Haron et al. [139,140]; Karakas et al. [141]; Staniewski et al. [142]; Cant et al. [143,144]; Hilman and Gorondutse [145]; Savur [146]; Millar et al. [147]; Dutta and Banerjee [148]; Ide [149]; Bagchi-Sen and Scully [150];Şafakli [151]; Wu [152]; Phukan and Dhillon [153], among others. ...
Abstract: The objective of this research is to analyze the scientific production indexed in the international Scopus database on the subject of “corporate social responsibility and corporate social performance” in small and medium-sized enterprises. In the literature, it is currently possible to observe how large corporations undertake social responsibility actions as a usual practice. However, in the case of small and medium-sized enterprises, the reality is different due to their high heterogeneity. To fulfil the proposed objective, a bibliometric analysis is carried out, identifying 277 articles on the subject. It is observed that scientific production is concentrated in a period of 18 years (2000–2018), the majority being qualitative studies.
Keywords: corporate social responsibility; corporate social performance; small and medium-sized enterprises; bibliometric analysis
... CSR improves firms' competitive advantage, keeps business authorities engaged in corporate socially responsible practices, enhances organizational sense of community, and improves performance. "CSR" was found to influence SMEs organizational commitment, and positively affects sustainability through organizational sense of community (D'Aprile and Talò, 2015). Firms are agents that have relationships with different stakeholders, where such firms employ CSR strategy that caters for and manages different groups' interests. ...
This study presents the five senses (sight, hearing, taste, touch and smell) concept that enhances the corporate social responsivity (CSR) strategy. It sheds light on the true CSR senses which are required by firms for better performance and sustainable development. The main approach for collecting information for discussion was the literature review focusing on topics such as CSR strategy, CSR activities, sustainability and sensemaking. A gap was found between what firms do and what are expected to deliver to the society in terms of CSR activities and requirements. Little was found on sensemaking and very little was found on CSR five senses while searching the literature. When these five CSR senses are incorporated in firms’ strategy and activities, a better performance is expected to achieve. When firms work effectively to meet different stakeholders’ needs and wants internally and externally, a better satisfaction level can be achieved, hence sustainable development is likely to be secured. These five CSR senses have not been sufficiently considered in the research literature. This study contributes to the CSR knowledge and practice in many venues by bridging the CSR gap which might exist in strategy and practice. Therefore, researchers and practitioners are expected to benefit from this study that can result in better CSR control and sustainable development.Keywords: Five senses, Corporate social responsibility, Sustainability, Sensemaking, StakeholdersJEL Classifications: M140DOI: https://doi.org/10.32479/ijefi.8990
... In doing so they address stakeholder concerns with long-term environmental, social, and financial performancethe "triple bottom line" (e.g., Aguilera et al. 2007;Delmas et al. 2013;Flammer 2013;Hahn et al. 2014;Henderson 2001;Pearce et al. 2014). It is argued (and often demonstrated) that CSR enhances financial performance, raises stock value, increases attractiveness, and yields positive employee attitudes (Aupperle and Pham 1989;D'Aprile and Talò 2015;Delmas et al. 2013;Flammer 2013;Jones et al. 2014;Orlitzky et al. 2003;Valentine and Godkin 2017). A critical element of CSR is the legitimacy of socially-minded objectives other than just financial results. ...
... The founder of a food business may expect managers to maintain the healthful quality of the food produced or facilitate its availability to those who are less able to afford it. Owners may also invest in CSR by building the relationships between the firm and its employees in ways that enhance work attitudes and the workplace as a whole (e.g., Berkley and Watson 2009;D'Aprile and Talò 2015;Valentine & Godkin, 2017), potentially enabling them to advance an "employeecentered" approach to CSR through "small wins" in a positive employment environment (Nord and Fuller 2009). There really is no bound to what owners' interests might includesome may be idiosyncratic, while others may even be viewed as unsavory. ...
Corporate social responsibility (CSR) connects organizations with various environments and constituencies. CSR is enacted through governance and strategic processes, yet this can cause distortions as the process conforms to an agency theory narrative. This paper analyzes the role agency plays in CSR and offers an alternative (the leasehold approach) that uniquely describes the relationships among owners, organizational leadership, and contemporary management practices. An alternative to the existing paradigm is explored by 1) acknowledging the robust role of leaders in determining vision, strategy and CSR, 2) recognizing that governance balances obligations to multiple parties to whom leaders have committed, 3) allowing that those commitments determine the organization’s accountabilities necessary to demonstrate promised performance, 4) focusing on value creation more than distribution of surplus, and 5) highlighting that financial and social outcomes are equally legitimate. Implications for theory/practice are offered; leasehold indeed offers an open, autonomous, and accountable way to view corporate governance and CSR.
... Bu bulgular, KSS ve inovasyon uygulamalarındaki artışın örgütsel bağlılık üzerinde etkili olduğunu savunan literatürdeki diğer araştırmalar ile de örtüşmektedir (D'Aprile ve Talo, 2015;Halme ve Laurila, 2009;Luo ve Du, 2015). ...
Bu
araştırmanın amacı, kurumsal sosyal sorumluluk ve inovasyon performansı algısının
örgütsel bağlılık üzerindeki etkilerini belirlemektir. Bu amaç doğrultusunda, Konya
ilinde faaliyet gösteren üç tarım ilacı üreticisi ve satıcısının toplamda 224
çalışanına anket uygulaması yapılmıştır. Bahsi geçen çalışanların genel olarak
Kurumsal Sosyal Sorumluluk (KSS) algı düzeylerini belirlemek için Bıçakçı
(2009)’nın doktora tezinden yararlanılarak “KSS Algı Ölçeği”, örgütün inovasyon
performansına yönelik algılarını belirlemek için Kul (2010)’un yüksek lisans
tezinden yararlanılarak “İnovasyon Performansı Ölçeği” ve çalışanların örgüte
olan bağlılık düzeyleri için ise Dağcı (2017)’nın yüksek lisans tezinden
yararlanılarak “Örgütsel Bağlılık Ölçeği” kullanılmıştır. Verilerin analiz
edilmesinde SPSS programından yararlanılması ile tüm ölçekler için geçerlik ve
güvenilirlik analizleri ve ayrıca değişkenler arası ilişki ve etki düzeyini
ölçmek amaçlı korelasyon ve regresyon analizleri yapılmıştır. Araştırma
sonucunda, KSS ve inovasyon performansının örgütsel bağlılık üzerinde etkisinin
olduğu görülmüştür.
... The research interests of recent CSR studies have been extended to internal stakeholders including employees [4,5]. Initial studies have examined if and how CSR influences the attitudes or behaviors of employees. ...
... Employees' perceptions of CSR behavior will influence their attitudes and behaviors regarding the business, which will in turn influence the performance of the business [4]. D'Aprile and Talo [5] viewed the relationships between CSR and employees' commitment to the organization as a psychological process, and emphasized the need for in-depth study of this process. Barrena-Martínez et al. [8] recently pointed out the need for socially responsible human resource management to increase CSR, employee commitment, and performance. ...
... Farooq et al. [30] verified that organizational trust and organizational identification fully mediated CSR and organizational commitment. D'Aprile and Talo [5] illustrated the psychosocial process in which organizational sense of community mediated the perceptions of CSR and organizational commitment. ...
Corporate social responsibility (CSR) refers to the set of behaviors that businesses ought to or are expected to perform in a society. Many companies expect to increase profits through CSR behavior. However, it is a reasonable question to consider whether employees commit to an organization when they do not agree with the organizations' CSR behavior. Therefore, this study explores the effect of fit between employees' perceptions of CSR and organizations' CSR behavior on organization commitment. This study found that the fit between employees' perceptions and organizations' CSR behavior has a positive effect on commitment. Among the four CSR dimensions of economic, legal, ethical and philanthropic social responsibility, all dimensions excluding philanthropic responsibility are positively related to organizational commitment. Finally, comparing the effects of fit in Korea and China the effect of fit for ethical social responsibility differed between the two countries.
... seek to learn from stakeholders as to which aspects of CSR are critical Ramayah, 2012, 2015;Graafland and Smid, 2014;Graafland et al., 2003;Hammann et al., 2009;Harangozó and Zilahy, 2015;Johnson and Schaltegger, 2016;Masurel, 2007;Singh et al., 2015). Consequently, the principle of "minimizing harm" and "maximizing positive impacts" often referred to in the reviewed articles, concerns what key stakeholders value and expect from a business relationship (Arend, 2013;Coppa and Sriramesh, 2013;D'Aprile and Talò, 2015;Nejati et al., 2014;Perrini et al., 2007;Tang and Tang, 2012). ...
A marked increase has taken place in the past two decades in the volume of research undertaken into the procedures used, and issues encountered, by small and medium-sized enterprises (SMEs) as they integrate corporate social responsibility (CSR) into their business strategies. In the present study, we uncover, by means of a systematic literature review (n=118), a growing conceptual and terminological fragmentation of the nomenclature used to capture notions surrounding areas of business responsibility that are specific to smaller business. Likewise, as a result of this, a diverse selection of terms are used by scholars in the field as alternatives to the term “CSR”. This practice hinders consolidation in the field. Here, we use a qualitative content analysis approach to explore the different expressions used to characterize CSR in the context of SME strategy. In total, this review identifies, within the academic literature, 20 individual issues, which we then go on to categorize into 4 overarching topics. This categorization serves as a basis for future research: by consolidating a fragmented field, it offers a comprehensive foundation on which to base future conceptual and empirical efforts into evaluating the various ways in which SMEs integrate CSR into their strategies.
... However, based on our review this number has increased sharply from 2012 to April 2016, with more than 30 studies focusing on the individual-level or micro perspective of CSR being published in mainstream journals. This study's microlevel perspective considers how individuals perceive and react to CSR policies and actions of the organization (Jones, 2010;Lin et al., 2010;D'Aprile and Talò, 2015), and dives deeper into the underlying mechanisms through which CSR leads to specific outcomes such as individuals' attitudes and behaviors. ...
Corporate social responsibility (CSR) research is not new, but its importance to today’s socially conscious market environment is even more evident in recent years. This study moves beyond CSR as simply the socially responsible actions and policies of organizations and focuses on the complex psychology of CSR as it relates to individuals within the organization. Given CSR can positively affect both the individuals within the organization and the organization itself, better understanding and leveraging the mechanisms and conditions of CSR that facilitate desired employee outcomes is crucial for organizational performance. However, scholars lack consensus in determining a theoretical framework for understanding how and under what conditions CSR will make an impact on employees and ultimately organizational performance. This study adds clarity by exploring the effect of perceived CSR on a more comprehensive set of employees’ attitudinal and behavioral reactions (i.e., turnover intention, in-role job performance, and helping behavior) via the mediating mechanism of organizational identification and the moderating condition of moral identity. Hypotheses were derived using social identity theory. Results were based on data obtained from 340 Chinese manufacturing employee-supervisor dyads. This study found that employees’ perceived CSR had an indirect relationship via organizational identification with each of the variables: (1) turnover intention, (2) in-role job performance, and (3) helping behavior. Specifically, the negative relationship between perceived CSR and turnover intention was stronger when employees had higher moral identity and the positive relationship between perceived CSR and in-role job performance and helping behavior was amplified by moral identity. Our findings show how the mediating mechanism of organizational identity and the moderating condition of moral identity work together to improve organizational effectiveness. The findings reveal several ways in which organizations can strategically focus their CSR and human resource efforts, such as applying this model and focusing on moral identity as a key indicator when evaluating employees.
Purpose
This research aims to contribute substantively and methodologically to our understanding of CSR communications in the pharmaceutical sector targeted to employees. Of specific concern is how companies can most effectively communicate their CSR activities to employees.
Design/methodology/approach
Multi-methods were used to identify CSR-related communication trends and relationships in the largest pharmaceutical companies by market cap. Replicatable data are ROA from Bloomberg, ESG scores, employee satisfaction from Indeed.com and content of CSR and similar reports.
Findings
Significant findings include the content of CSR reports related to employee behaviors and human resource processes. Both HR behaviors and HR processes are related to return on assets ROA. Multinational differences were found in Indeed satisfaction scores and in trends in communications from the CSR reports.
Research limitations/implications
One of the limitations was that not all pharmaceutical companies consistently reported their data.
Practical implications
Given that the pharmaceutical sector is comprised of a high proportion of uniquely qualified types of employees, this type of information can be used by prospective employees to consistently include more HR processes. Especially missing is recruitment and selection data that can reasonably be expected to facilitate identifying prospective employees who align with the CSR mission.
Originality/value
The methodology used in this study allows for replication in the pharmaceutical sector. Moreover, it encourages using similar disaggregated ESG data sources to study CSR in other sectors.
Purpose
The purpose of this study is understanding how companies can improve sales force performance is a key issue. Despite this, the study of the impact that corporate social responsibility (CSR) practices might have on salespeople’s performance has been neglected in the sales literature.
Design/methodology/approach
Using data provided by 176 salesperson–supervisor dyads and through structural equation modeling and conditional process analysis, empirical evidence confirms the hypotheses.
Findings
Certainly, the findings confirm that salespeople’s performance is influenced by their CSR perception, not directly but through their pride and organizational commitment. Furthermore, the results improve when considering the intervention of a responsible leader. The paper also identifies the management implications and makes some recommendations for upcoming studies.
Originality/value
This paper contributes to fill this gap by examining the effect of salespeople’s CSR perception on their job performance through organizational pride and organizational commitment. Additionally, it is suggested that the exercise of responsible leadership by the supervisor strengthens the previous indirect relationship, moderating the influence of salesperson’s organizational pride on their commitment.
