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

International Journal of Human-Resource Management, Forthcoming

40 Pages Posted: 1 Jun 2010 Last revised: 1 Dec 2014

Pavlos A. Vlachos

ALBA Graduate Business School at The American College of Greece

Nikolaos G. Panagopoulos

Ohio University

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

Date Written: February 8, 2014

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.

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

JEL Classification: M14, M31, M12

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: https://ssrn.com/abstract=1618364 or http://dx.doi.org/10.2139/ssrn.1618364

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

Ohio University ( email )

Athens, OH 45701-2979
United States

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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