How Perceived Corporate Social Responsibility Raises Employees' Creative Behaviors Based on Appraisal Theory of Emotion: The Serial Mediation Model
This study examines the micro-level consequences of perceived corporate social responsibility (CSR) and hypothesizes that perceived CSR affects the perception-emotion-attitude-behavior sequence. We hypothesized that perceived CSR affects organizational pride (OP) (emotion), affects affective commitm...
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Published in | Frontiers in psychology Vol. 13; p. 865007 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
Switzerland
Frontiers Media S.A
30.03.2022
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Subjects | |
Online Access | Get full text |
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Summary: | This study examines the micro-level consequences of perceived corporate social responsibility (CSR) and hypothesizes that perceived CSR affects the perception-emotion-attitude-behavior sequence. We hypothesized that perceived CSR affects organizational pride (OP) (emotion), affects affective commitment (AC) (attitude), and enhances the employees' creative behaviors (behavior) by using the lens of appraisal theory of emotion (ATE). This study also hypothesizes that the association of perceived CSR and employee creative behaviors (ECBs) is serially mediated by OP and AC. The time-lagged data were collected from employees of only those companies participating in CSR activities to analyze the sequential mediation effect. We have tested the hypotheses of this study through Hayes approach. Results showed that perceived CSR kindles the employees' creative behaviors. Furthermore, "organizational pride" and "affective commitment" serially mediate the association of perceived CSR and ECB. Hence, the hypothesized perception-emotion-attitude-behavior model received a significant support and demonstrated that micro-level positive consequences of CSR could be created through emotional, attitude, and behavioral mechanisms. The organization should promote their CSR activities using documentaries and contents to improve their perception of environmental and social issues, and it enhances employees' pride and creativity. |
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Bibliography: | ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 23 This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Edited by: Umair Akram, Jiangsu University, China Reviewed by: Muhammad Kaleem Khan, Liaoning University, China; R. M. Ammar Zahid, Yunnan Technology and Business University, China |
ISSN: | 1664-1078 1664-1078 |
DOI: | 10.3389/fpsyg.2022.865007 |