From Humanism to Innovation: Exploring the Mediating Effects of Thriving at Work on the Relationship Between Perceived Corporate Humanistic Responsibility and Innovative Work Behavior

Tegar Satya Putra (), Martinus Parnawa Putranta (), Aloysia Desy Pramusiwi () and Agatha Mayasari ()
Additional contact information
Tegar Satya Putra: Universitas Atma Jaya Yogyakarta
Martinus Parnawa Putranta: Universitas Atma Jaya Yogyakarta
Aloysia Desy Pramusiwi: Universitas Atma Jaya Yogyakarta
Agatha Mayasari: Universitas Atma Jaya Yogyakarta

A chapter in Proceedings of the 12th Gadjah Mada International Conference on Economics and Business (GAMAICEB 2024), 2025, pp 263-279 from Springer

Abstract: Abstract Although extensive research on CSR, the literature often overlooks its humanistic component, emphasizing more on satisfying external stakeholders like investors and customers. The humanistic aspect of CSR is crucial as it fosters an organisational environment that promotes employee thriving. Thriving employees possess greater psychological and social resources, catalysing innovative work behaviour. Through the lens of a sensemaking perspective, this research aims to bridge the gap by examining the nexus between CHR—employees’ perceptions of how their organisations prioritise well-being and support socially responsible initiatives—and IWB, mediated by TaW. This research contributes to management literature by utilising CHR, an underexplored yet important concept of the humanistic perspective of CSR and examining its indirect effect on IWB through TaW. Data were collected via an online survey from 250 full-time employees across various industries and analysed using Structural Equation Modeling-Partial Least Squares (SEM-PLS). CHR positively affects TaW. Higher levels of TaW subsequently lead to increased IWB. Additionally, TaW mediates the relationship between CHR and IWB. The findings highlight the crucial role of CHR in boosting and sustaining employees’ IWB. Organisations must ensure their CSR programs reflect humanistic values promoting employee well-being. For instance, organisations could introduce mentorship programs that pair senior leaders with junior employees, fostering a culture of support and personal development that aligns with the humanistic values central to CHR.

Keywords: Corporate Humanistic Management; Humanism Management; Innovative Work Behavior; Thriving at Work (search for similar items in EconPapers)
Date: 2025
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:advbcp:978-94-6463-692-5_14

Ordering information: This item can be ordered from
http://www.springer.com/9789464636925

DOI: 10.2991/978-94-6463-692-5_14

Access Statistics for this chapter

More chapters in Advances in Economics, Business and Management Research from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().