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Consistency matters! How and when does Corporate Social Responsibility affect employees’ organizational identification? Journal of Management Studies

Kenneth De Roeck, Valérie Swaen and Assâad El Akremi ()
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Valérie Swaen: LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique
Assâad El Akremi: CRM - Centre de Recherche en Management - UT1 - Université Toulouse 1 Capitole - IAE - Institut d'Administration des Entreprises - Toulouse - CNRS - Centre National de la Recherche Scientifique

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Abstract: Despite the increasing attention to corporate social responsibility (CSR) in the management literature, little is known about the mechanisms and boundary conditions explaining employees' responses to CSR. Drawing on social identity and cue consistency theory, we develop a mediated moderation model that explains how and under which conditions perceived CSR affects employees' organizational identification. We test the model by carrying out a three-wave longitudinal study on employees of an international utility company. The findings indicate that perceived CSR interacts with overall justice to predict organizational identification through the successive mediation of perceived external prestige and organizational pride. The study clarifies and advances some of the theoretical foundations surrounding the micro-level approach of CSR and has key implications for management research and practice.

Keywords: corporate social responsibility; organizational identification; organizational pride; overall justice; perceived external prestige (search for similar items in EconPapers)
Date: 2016
Note: View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-01520879
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Published in Journal of Management Studies, 2016, 53 (7), pp.1141-1168. ⟨10.1111/joms.12216⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-01520879

DOI: 10.1111/joms.12216

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