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Article
Publication date: 8 May 2017

Pedro Gaudencio, Arnaldo Coelho and Neuza Ribeiro

The purpose of this paper is to show how organizational corporate social responsibility (CSR) can influence workers’ attitudes and behaviors, especially in terms of affective…

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Abstract

Purpose

The purpose of this paper is to show how organizational corporate social responsibility (CSR) can influence workers’ attitudes and behaviors, especially in terms of affective commitment (AC), job satisfaction (JS), and turnover intention (TI). A second aim is to explore the social exchange process that may underlie this relationship, by examining the mediating role of organizational trust (OT).

Design/methodology/approach

The authors employ structural equation modeling based on survey data obtained from 315 Portuguese individuals.

Findings

The findings show that perceptions of CSR predict workers’ attitudes and behaviors directly through the mediating role of OT. They suggest that managers should implement CSR practices because these can contribute toward fostering OT, improving workers’ AC and JS, and reducing TI.

Originality/value

This study enriches the existing knowledge about social exchange relationships in organizational contexts, and responds to the need to understand underlying mechanisms linking CSR with workers’ organizational outcomes, by analyzing CSR practices in a holistic stakeholder perspective.

Details

Journal of Management Development, vol. 36 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

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Article
Publication date: 9 May 2020

Pedro Gaudencio, Arnaldo Coelho and Neuza Ribeiro

The study aims to show how organisational corporate social responsibility (CSR) can influence workers’ attitudes, especially in terms of turnover intentions (TI). A second aim is…

631

Abstract

Purpose

The study aims to show how organisational corporate social responsibility (CSR) can influence workers’ attitudes, especially in terms of turnover intentions (TI). A second aim is to explore the social exchange process that may underlie this relationship, by examining the mediating role of leader–member exchange (LMX) and the moderation role of perceived external prestige (PEP).

Design/methodology/approach

The authors use structural equation modelling based on survey data obtained from 315 Portuguese individuals.

Findings

The findings show that the perceptions of CSR predict TI through the mediating role of LMX. Seemingly PEP appears to be moderating the relationship between TI and its determinants. These findings suggest that managers should implement CSR practices because these can contribute towards reducing TI.

Originality/value

This study enriches the existing knowledge about relationships in organisational contexts and responds to the need of understanding the underlying mechanisms linking CSR with workers’ organisational outcomes, by analysing CSR practices in a holistic stakeholder perspective.

Details

Social Responsibility Journal, vol. 17 no. 4
Type: Research Article
ISSN: 1747-1117

Keywords

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