Consistency or Hypocrisy? The Impact of Internal Corporate Social Responsibility on Employee Behavior: A Moderated Mediation Model

Yi-Ping Chang, Hsiu-Hua Hu and Chih-Ming Lin
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Yi-Ping Chang: Department of Business Administration, Ming Chuan University, Taipei 111, Taiwan
Hsiu-Hua Hu: Department of International Business, Ming Chuan University, Taipei 111, Taiwan
Chih-Ming Lin: Department of Healthcare Information and Management, Ming Chuan University, Taoyuan 333, Taiwan

Sustainability, 2021, vol. 13, issue 17, 1-21

Abstract: Adopting social identity theory, this study examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy. Data were obtained from 311 medical staff (excluding supervisors and managers) of a public regional teaching hospital in Taiwan. The results revealed that employees are more dedicated to work and less inclined to leave the firm if they perceive that InCSR is implemented within the firm. However, if an employee perceives corporate hypocrisy of inconsistency between communication and actual actions, it may have the opposite effect on employees. Likewise, the higher the level of perceived corporate hypocrisy, the lesser the positive effect of InCSR on employee behavior. Finally, the implications, limitations, and suggestions for future research were discussed.

Keywords: perceived internal corporate social responsibility; perceived corporate hypocrisy; organizational identification; work engagement; turnover intention (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (6)

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