CSR, Employee Commitment, and Survival During Crisis Period: The Case of Tunisia

Menel Ben Mlouka and Rafla Hefaiedh
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Menel Ben Mlouka: ESSEC Tunis
Rafla Hefaiedh: ESSEC Tunis

Chapter 4 in Responsible Organizations in the Global Context, 2019, pp 51-76 from Springer

Abstract: Abstract The 2011 Tunisian Revolution impacted companies’ stability and its internal environment. In this chapter, we aim to understand how CSR practices influenced employees’ commitment to allow for company survival during the crisis period caused by the Tunisian revolution. To address this issue, a qualitative method based on four case studies with a thematic content analysis was conducted. Our results show that employees play a dual role in the societal pressures faced by companies. They can be a source of both pressure and stability in post-revolutionary Tunisia. Moreover, it appears that the nature of CSR practices dedicated to employees influences their behavior in terms of organizational commitment, thus allowing the association of a type of organizational commitment (Meyer and Allen, Human Resource Management Review, 1(1), 61–89, 1991) with different CSR practices adopted.

Keywords: Corporate social responsibility; Employee; Commitment; Crisis (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-11458-9_4

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DOI: 10.1007/978-3-030-11458-9_4

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