Search results

1 – 2 of 2
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 22 December 2020

Francisco Espasandín-Bustelo, Juan Ganaza-Vargas and Rosalia Diaz-Carrion

This research explores how does the organizational culture influence internal corporate social responsibility (CSR) actions and the effect of these actions on the level of…

5634

Abstract

Purpose

This research explores how does the organizational culture influence internal corporate social responsibility (CSR) actions and the effect of these actions on the level of happiness of employees.

Design/methodology/approach

The study adopts an employee perspective since the perception of employees is the unit of analysis. By relying on a sample of 921 workers of firms from different sectors and sizes headquartered in Spain, the empirical analysis is performed using partial least squares.

Findings

The findings evidence that clan and adhocracy cultures highly foster internal CSR practices and that internal CSR activities enhance employees' happiness. The mediating role of internal CSR in the relationship between organizational culture and employee happiness is also found. These results suggest that managers could play a proactive role in fostering internal CSR by designing the organizational culture according to features of clan and adhocracy cultures such as flexibility, innovation, creativity, autonomy, communication, training and support of supervisors.

Research limitations/implications

The research focuses on a single country, which makes it difficult to generalize the results and guides future research into cross-cultural analysis. Including countries that present differences in their cultural and institutional context would allow to explore the influence of the national context on the business culture, on internal CSR and on employee happiness. This work is also limited in time, as the data used are of a cross-cultural nature.

Practical implications

A greater effort in internal CSR by companies translates into a higher level of happiness for their workers. Specifically, occupational health and safety practices have the greatest influence on employee happiness. Hence, organizations must develop cultures that contribute to promote internal CSR—adhocracy and clan—since this would enhance employees' happiness if the values and beliefs that characterize these cultural configurations are translated into internal CSR practices such as occupational health and safety, work–life balance and equal opportunities.

Social implications

The improvement of employee happiness creates social value and can be enhanced through an organizational culture that promotes CSR. The research findings might be useful when defining institutional policies to promote job quality, as encouraged by the social policy agenda of the United Nations embodied in the Sustainable Development Goals.

Originality/value

Promoting internal CSR through organizational culture will have positive effects for companies internally by enhancing employees' happiness. Therefore, the article contributes to overcome the lack of evidence about the antecedents of internal CSR and its relationship with employees' happiness, an emerging variable in the management literature.

Details

Employee Relations: The International Journal, vol. 43 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

Access Restricted. View access options
Article
Publication date: 25 August 2021

The authors felt there was a lack of prior evidence about the antecedents of internal CSR and its relationship with employees’ happiness. The study considered the role of…

703

Abstract

Purpose

The authors felt there was a lack of prior evidence about the antecedents of internal CSR and its relationship with employees’ happiness. The study considered the role of organizational culture as a determinant of internal CSR actions.

Design/methodology/approach

The authors questioned 921 employees of companies from various sectors in Spain. The respondents mainly worked for service and industrial companies with fewer than 50 employees and an annual turnover above 250,000 euros. They were mostly men, mainly well-educated and the average age was 38.5. They were surveyed using a questionnaire with 59 questions assessing internal CSR processes (20 items), organizational culture (24 items) and employee happiness (15 items).

Findings

The results showed that clan and adhocracy cultures are positively and significantly associated with internal CSR practices. In the case of hierarchy culture, it is positively related to adaptability to change and occupational health and safety. But the results did not support the hypotheses related to market culture as only its relationship with adaptability to change was positive. The data also indicated the significant and positive effect of internal CSR on employee happiness.

Originality/value

The authors believe their study has implications for practitioners and policymakers. They argue that organizations should try to develop cultures that help to promote internal CSR, which means adhocracy and clan. Meanwhile, there are also practical implications for researchers. First, the model integrates happiness, which is rare in CSR studies. Second, the study addresses a gap in the research about how company culture acts as an antecedent to internal CSR. Third, the study generates knowledge about internal CSR from the perspective of employees.

Details

Human Resource Management International Digest , vol. 29 no. 6
Type: Research Article
ISSN: 0967-0734

Keywords

1 – 2 of 2
Per page
102050