Author: Yi-Ru Regina Chen
& Chun-Ju Flora Hung-Baesecke
Summary:
CSR research predominantly focuses on external pressure, strategic practices, and outcomes, and neglects investigation of CSR as a dynamic internal process relying on employee involvement in its development and implementation. This study examined how corporate leaders increase employee participation in CSR activities via behavior (performance and communication) by testing a structural equation model guided by social learning theory. By online surveying 462 employees of a multinational chemical company, three management behavioral attributes were found to directly and indirectly affect employee CSR participation: role-modeling (leading by example), advocacy, and facilitation. The findings also suggest the success of a simultaneous application of multiple leadership styles in generating employee participation. Implications are discussed to address criticisms of CSR.
