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Dynamics and Effects of Corporate Social Responsibility Authenticity

Yates, Mariah
http://rave.ohiolink.edu/etdc/view?acc_num=ucin1521191607847033

Abstract Details

2018, PhD, University of Cincinnati, Business: Business Administration.
Corporate social responsibility (CSR) authenticity, the perception that an organization’s CSR efforts are a genuine representation of the organization’s “true self,” has garnered little attention in the micro-CSR and management literature. Yet, in an environment that is filled with accusations of corporate greenwashing and overall skepticism toward organizations’ efforts to be socially responsible, establishing perceptions of authentic CSR in the minds of employees is likely key in realizing fully the organizational benefits of CSR. Drawing on attribution theory, I explore and test how CSR authenticity is established in the minds of employees through investigating two perceived motives for pursuing CSR—strategic-driven and values-driven motives. I also examine the direct effects of CSR authenticity on employees’ perceived organizational support and employees’ trust of the organization. Lastly, using a social exchange theory framework, I examine the mediating role of CSR authenticity in the relationship between perceived organizational motives and two important organizational outcomes— perceived organizational support and organizational trust—and the effect these outcomes have on employee affective commitment and organizational citizenship behavior. My results show that values-driven motives positively contribute to employees’ CSR authenticity perceptions, and those authenticity perceptions mediate the relationship between values-driven motives and perceived organizational support, as well as organizational trust. Further analysis reveals that values-driven motives also positively contribute to organizational citizenship behaviors via employees’ CSR authenticity perceptions and feelings of perceived organizational support. I discuss theoretical and practical implications of my findings, along with future research.
Elaine Hollensbe, Ph.D. (Committee Chair)
Joanna Campbell (Committee Member)
Joel Koopman, Ph.D. (Committee Member)
Karen Machleit, Ph.D. (Committee Member)
96 p.
Management
corporate social responsibility; micro-csr; csr authenticity; csr motive perceptions; csr attributions; employees

Recommended Citations

Citations

  • Yates, M. (2018). Dynamics and Effects of Corporate Social Responsibility Authenticity [Doctoral dissertation, University of Cincinnati]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1521191607847033

    APA Style (7th edition)

  • Yates, Mariah. Dynamics and Effects of Corporate Social Responsibility Authenticity. 2018. University of Cincinnati, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=ucin1521191607847033.

    MLA Style (8th edition)

  • Yates, Mariah. "Dynamics and Effects of Corporate Social Responsibility Authenticity." Doctoral dissertation, University of Cincinnati, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1521191607847033

    Chicago Manual of Style (17th edition)

ucin1521191607847033
560
© 2018, some rights reserved.Creative Commons License Dynamics and Effects of Corporate Social Responsibility Authenticity by Mariah Yates is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. Based on a work at etd.ohiolink.edu.
This open access ETD is published by University of Cincinnati and OhioLINK.