Suchergebnisse

Purpose
Although employees are considered key stakeholders, they receive limited attention in the corporate social responsibility (CSR) literature compared to other stakeholders such as customers. This study aims to address this gap, investigating how different factors, including CSR communication, may affect employee perceptions, and to what extent they can influence or be influenced by CSR activity.


Design/methodology/approach
Semi-structured interviews were used to collect data from three multinationals (MNCs) operating in Bangladesh. Mid- and entry-level employees from different departments, namely, marketing, logistics, human resources, IT and finance, were approached for data collection. It is important to note that all the study participants were Bangladeshi.


Findings
This study demonstrates how CSR perceptions, shaped by the level of employee awareness, personal beliefs about CSR and perceived motivation for adopting CSR, strengthen psychological ties between employees and their organisation. One-way CSR communication adopted by these MNCs disseminates positive information about an organisation's contribution to society and creates an aspirational and ideational image, which enhances identification, evokes positive in-group biases and encourages employees to defend their organisation against criticism. This study further demonstrates that employee CSR engagement can galvanise their experience of organisational identity, enhance their pride and reinforce their organisational identification.


Originality/value
Drawing on social identity theory and the CSR communication model proposed by Morsing and Schultz (2006), this study aims to understand employees' CSR perceptions and the possible impact of this on their behaviour. Previous studies largely focus on customers' perceptions of these activities, which means the link between CSR perception and employee behaviour remains unclear. The current study suggests that employees working in Bangladesh will not withdraw support from their organisations if CSR is used to build reputation or public image. The findings extend the literature by arguing that some employees in developing countries not only seek to improve their status by working in a reputed organisation but also tend to engage with CSR activities undertaken by their organisation.

This article contributes to research on employee volunteering (EV) by focusing on the experiences of individuals to address the current overemphasis upon collective organizational outcomes. Drawing on qualitative research with employees and corporate social responsibility managers across seven companies, it demonstrates why employees' experiences are central to understanding the complex mechanisms that link EV with organizational outcomes. The article reveals how both positive and negative organizational outcomes are influenced by the complex relationship between personal motivations and employees' volunteering experiences—within their organization and within their community—combined with their broader reflexive interpretation of their employing organization and its values.

AbstractCorporate social responsibility (CSR) has the potential to yield economic and social value in the Middle East (ME), especially given the current high environmental flux in the region. Although much scholarly attention has been paid to CSR issues, a key question remains about how to operate responsibly in the ME, particularly since institutional environments and stakeholders' needs vary across ME states. The purpose of this paper is to provide a systematic review of the current state of CSR in the ME. We identify 38 papers that are most pertinent to CSR in the ME and examine the main theoretical frameworks, methodologies, trajectories for further conceptual development, gaps where new research pathways need to be created, and also future research questions. From this systematic review, we reveal how attention to CSR in the ME is slowly gaining traction. A snapshot of the gaps identified include collaboration between business and non‐governmental organisations (NGOs), the impact of stakeholders and institutions on CSR, the impact of political and economic crisis on CSR, and the influence of individualistic characteristics shaping managers' CSR behaviour. In addition to such gaps, we present an agenda for future research. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment