Suchergebnisse

ABSTRACTIn response to pressures to be more "socially responsible," corporations are becoming more active in global communities through direct involvement in social initiatives. Critics, however, question the sincerity of these activities and argue that firms are simply attempting to stave off stakeholder pressures without providing a corresponding benefit to society. By drawing on institutional theory and resource dependence theory, we consider what factors influence the adoption of a "meaningful" social initiative—an initiative that is sustainable and has the potential for a significant positive impact on society—as opposed to a symbolic initiative. In addition, we raise the question of how social initiatives—both meaningful and symbolic—participate in the "institutional war" over the meaning of corporate social responsibility.

We draw from research on emotions and moral reasoning to develop a process model of collective corruption that centers on the role of moral emotions in the spread of corruption within organizations. Our focus on a well-intentioned and deliberative path to corruption is a departure from previous theory, which has focused on mindless and ill-intentioned paths. In our model, moral emotions play a critical role in both the initial recruitment of a target individual (the direct process), as well as the spread of corruption to a broader group of nontargeted individuals through emotional contagion (the vicarious process). For both processes we explain how self-directed moral emotions (guilt, shame, embarrassment, and pride) facilitate the spread of corruption and how other-directed moral emotions (anger and contempt) do not. We conclude by discussing the implications of our theory and directions for future research.

AbstractWhile corporate social responsibility (CSR) is expected to benefit the firm and attract employees, few have examined the effects of CSR on employees outside of work. Extending the organizational citizenship literature, we conceptualize employee engagement in CSR at work and outside of work as a form of "societal citizenship behavior." Across two studies of working adults, we examine the relationship between identification with an employer that engages in CSR and different forms of employee societal citizenship behaviors (e.g., donations, volunteering) outside of work. In Study 1 (N = 430 employees), we focus upon CSR donation programs and find that identification with an employer that engages in CSR and participating in employer CSR donation programs affect employee citizenship behavior (donations) outside of work. In Study 2 (N = 285 employees), we examine a broader set of citizenship behaviors inside and outside of work and find the relationships hold. Identification with an employer that engages in CSR relates positively to citizenship behavior at work and outside of work. In total, our study results suggest that employer CSR affects employee citizenship behaviors outside of work. We end with directions for future research.