TY - JOUR
T1 - Examining the Internal Aspect of Corporate Social Responsibility (CSR)
T2 - Leader Behavior and Employee CSR Participation
AU - CHEN, Regina Y R
AU - HUNG-BAESECKE, Flora C J
N1 - Funding Information:
This research was funded by the Centre for Media and Communication Research in the School of Communication at the Hong Kong Baptist University.
PY - 2014/4
Y1 - 2014/4
N2 - CSR research predominantly focuses on external pressure, strategic practices, and outcomes, and neglects investigation of CSR as a dynamic internal process relying on employee involvement in its development and implementation. This study examined how corporate leaders increase employee participation in CSR activities via behavior (performance and communication) by testing a structural equation model guided by social learning theory. By online surveying 462 employees of a multinational chemical company, three management behavioral attributes were found to directly and indirectly affect employee CSR participation: role-modeling (leading by example), advocacy, and facilitation. The findings also suggest the success of a simultaneous application of multiple leadership styles in generating employee participation. Implications are discussed to address criticisms of CSR.
AB - CSR research predominantly focuses on external pressure, strategic practices, and outcomes, and neglects investigation of CSR as a dynamic internal process relying on employee involvement in its development and implementation. This study examined how corporate leaders increase employee participation in CSR activities via behavior (performance and communication) by testing a structural equation model guided by social learning theory. By online surveying 462 employees of a multinational chemical company, three management behavioral attributes were found to directly and indirectly affect employee CSR participation: role-modeling (leading by example), advocacy, and facilitation. The findings also suggest the success of a simultaneous application of multiple leadership styles in generating employee participation. Implications are discussed to address criticisms of CSR.
KW - CSR
KW - Employee Engagement
KW - Leadership
KW - Social Learning Theory
UR - http://www.scopus.com/inward/record.url?scp=84899656255&partnerID=8YFLogxK
U2 - 10.1080/08824096.2014.907148
DO - 10.1080/08824096.2014.907148
M3 - Journal article
AN - SCOPUS:84899656255
SN - 0882-4096
VL - 31
SP - 210
EP - 220
JO - Communication Research Reports
JF - Communication Research Reports
IS - 2
ER -
