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http://ssrn.com/abstract=1618364
 
 

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When Do Corporate Social Responsibility Initiatives Impact on Customer-Facing Employees? Evidence from India and the Netherlands


Pavlos A. Vlachos


ALBA Graduate Business School at The American College of Greece

Nikolaos G. Panagopoulos


The University of Alabama

Aristeidis Theotokis


Leeds University Business School; Athens University of Economics and Business, Department of Management Science and Technology

Ramendra Singh


IIM Ahmedabad

Rakesh Singh


Indian Institute of Management (IIM), Kolkata

February 8, 2014

International Journal of Human-Resource Management, Forthcoming

Abstract:     
The vast majority of the extant literature on Corporate Social Responsibility (CSR) has focused on the macro (firm) level of analysis by examining the linkage between CSR and firm-level outcomes. As such, very few studies have focused on the micro (individual) level of analysis. Against this backdrop, the present study focuses on the individual level of analysis thereby contributing to the emerging psychology of CSR literature, which considers employees' perceptions of their employing organizations' social actions as more important than organizations' objective CSR performance (Rupp, Shao, Thornton, & Skarlicki, 2013). Moreover, the study is one of the first examining the role of context in employee attitudes towards CSR. In particular, it builds on the psychology of CSR (e.g., Rupp et al., 2013) literature to propose a research framework that delineates the moderating effects of satisfaction with payment, satisfaction with the job itself, and individualism in the relationship between Corporate Social Performance (CSP) perceptions and customer-facing employees’ behavioral outcomes. Data are collected from customer-facing employees in two major organizations in the Netherlands and India. Results suggest a complex interplay between CSP perceptions and the two facets of job satisfaction as well as that national context is likely to moderate the contingent effects of CSP perceptions on customer-facing employees’ behavioral outcomes.

Number of Pages in PDF File: 40

Keywords: Corporate Social Responsibility, Customer-Facing Employees, Job Satisfaction, National Culture Interactive Effects

JEL Classification: M14, M31, M12

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Date posted: June 1, 2010 ; Last revised: April 29, 2014

Suggested Citation

Vlachos, Pavlos A. and Panagopoulos, Nikolaos G. and Theotokis, Aristeidis and Singh, Ramendra and Singh, Rakesh, When Do Corporate Social Responsibility Initiatives Impact on Customer-Facing Employees? Evidence from India and the Netherlands (February 8, 2014). International Journal of Human-Resource Management, Forthcoming. Available at SSRN: http://ssrn.com/abstract=1618364 or http://dx.doi.org/10.2139/ssrn.1618364

Contact Information

Pavlos A. Vlachos (Contact Author)
ALBA Graduate Business School at The American College of Greece ( email )
6-8, Xenias str., Ampelokipoi
Athens, 115 28
Greece
HOME PAGE: http://www.alba.edu.gr
Nikolaos G. Panagopoulos
The University of Alabama ( email )
143 Alston Hall
Box 870225
Tuscaloosa, AL 35487-0225
United States
205-348-8942 (Phone)
Aristeidis Theotokis
Leeds University Business School ( email )
Leeds LS2 9JT
United Kingdom
Athens University of Economics and Business, Department of Management Science and Technology ( email )
76 Patission Street
Athens, 104 34
Greece
Ramendra Singh
IIM Ahmedabad ( email )
Vastrapur
Ahmedabad, GA Gujarat 380 015
India
919998493034 (Phone)
HOME PAGE: http://www.iimahd.ernet.in
Rakesh Singh
Indian Institute of Management (IIM), Kolkata ( email )
Kolkata, West Bengal 700104
India
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