Hostname: page-component-cd9895bd7-p9bg8 Total loading time: 0 Render date: 2024-12-19T03:23:19.153Z Has data issue: false hasContentIssue false
  • English
  • Français

Perceived corporate social responsibility and employee ethical behaviour: do employee commitment and co-worker ethicality matter?

Published online by Cambridge University Press:  06 September 2021

Christian Agyapong Sarfo Open the ORCID record for Christian Agyapong Sarfo [Opens in a new window] ,
Jing A. Zhang ,
Paula O'Kane Open the ORCID record for Paula O'Kane [Opens in a new window] ,
Nataliya Podgorodnichenko Open the ORCID record for Nataliya Podgorodnichenko [Opens in a new window]  and
Kizito Kwabena Osei-Fosu Open the ORCID record for Kizito Kwabena Osei-Fosu [Opens in a new window]
Christian Agyapong Sarfo*
Affiliation:
Department of Management, University of Otago, PO Box 56, Dunedin9054, New Zealand
Jing A. Zhang
Affiliation:
Department of Management, University of Otago, PO Box 56, Dunedin9054, New Zealand
Paula O'Kane
Affiliation:
Department of Management, University of Otago, PO Box 56, Dunedin9054, New Zealand
Nataliya Podgorodnichenko
Affiliation:
Otago Business School, University of Otago, PO Box 56, Dunedin9054, New Zealand
Kizito Kwabena Osei-Fosu
Affiliation:
Department of Human Resource Management, Kwame Nkrumah University of Science and Technology, Private Mail Bag, University Post Office-KNUST, Kumasi, Ghana
*
Author for correspondence: Christian Agyapong Sarfo, E-mail: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

Corporate social responsibility (CSR) plays an important role in promoting workplace ethics. However, most research has focused on CSRs’ performance or favourable performance-related behaviour outcomes. Little is known about how individual employees perceive CSR and how this affects their ethical behaviour. This research examines how employees' perceived corporate social responsibility (PCSR) facilitates their ethical behaviour. Specifically, we hypothesise that PCSR influences employee ethical behaviour by enhancing employees' organisational commitment. The relationship between employees' commitment and ethical behaviour is contingent on their co-workers' ethical behaviour. The hypothesised relationships were assessed using partial least squares structural equation modelling with a sample of 300 employees from ‘The Ghana Club 100’ firms. Our findings suggest that employee commitment serves as an effective mechanism through which employees' perception enhances their ethical behaviour. The findings also show that the weaker the co-workers' ethical behaviour, the stronger the relationship between employee commitment and ethical behaviour. Both theoretical and practical implications are discussed.

Keywords

Corporate social responsibilityemployee ethical behaviourethical behaviour of co-workersorganisational commitment
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 1 , January 2022 , pp. 184 - 201
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abugre, J. B., & Nyuur, R. B. (2015). Organizations' commitment to and communication of CSR activities: Insights from Ghana. Social Responsibility Journal, 11(1), 161–178. doi: 10.1108/SRJ-06-2013-0066CrossRefGoogle Scholar
Afiuc, O., Bonsu, S. K., Manu, F., Knight, C. B., Panda, S., & Blankson, C. (2020). Corporate social responsibility and customer retention: Evidence from the telecommunication industry in Ghana. Journal of Consumer Marketing, 38(1), 15–26. doi: 10.1108/JCM-10-2019-3459CrossRefGoogle Scholar
Aguinis, H. (2011). Organizational responsibility: Doing good and doing well. In Zedeck, S. (Ed.), APA Handbook of industrial and organizational psychology (Vol. 3, pp. 855–879). Washington, DC: American Psychological Association.Google Scholar
Agyemang, O. S., & Ansong, A. (2017). Corporate social responsibility and firm performance of Ghanaian SMEs: Mediating role of access to capital and firm reputation. Journal of Global Responsibility, 8(1), 47–62. doi: 10.1108/JGR-03-2016-0007CrossRefGoogle Scholar
Alleyne, P. (2016). The influence of organisational commitment and corporate ethical values on non-public accountants' whistle-blowing intentions in Barbados. Journal of Applied Accounting Research, 17(2), 190–210. doi: 10.1108/JAAR-12-2013-0118CrossRefGoogle Scholar
Appelbaum, S. H., Iaconi, G. D., & Matousek, A. (2007). Positive and negative deviant workplace behaviors: Causes, impacts, and solutions. Corporate Governance: The International Journal of Business in Society, 7(5), 586–598. https://doi.org/10.1108/14720700710827176.CrossRefGoogle Scholar
Bandura, A., & Walters, R. H. (1977). Social learning theory (Vol. 1). Englewood Cliffs, NJ: Prentice-hall.Google Scholar
Bansal, P., & Song, H.-C. (2017). Similar but not the same: Differentiating corporate sustainability from corporate responsibility. Academy of Management Annals, 11(1), 105–149. doi: 10.5465/annals.2015.0095CrossRefGoogle Scholar
Beeri, I., Dayan, R., Vigoda-Gadot, E., & Werner, S. B. (2013). Advancing ethics in public organizations: The impact of an ethics program on employees' perceptions and behaviors in a regional council. Journal of Business Ethics, 112(1), 59–78. doi: 10.1007/s10551-012-1232-7CrossRefGoogle Scholar
Brammer, S., Millington, A., & Rayton, B. (2007). The contribution of corporate social responsibility to organizational commitment. International Journal of Human Resource Management, 18(10), 1701–1719. doi: 10.1080/09585190701570866CrossRefGoogle Scholar
Brundtland, G. H. (1985). World commission on environment and development. Environmental Policy and Law, 14(1), 26–30. doi: 10.1016/S0378-777X(85)80040-8Google Scholar
Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 34(4), 39–48.CrossRefGoogle Scholar
Carroll, A. B. (2016). Carroll's pyramid of CSR: Taking another look. International Journal of Corporate Social Responsibility, 1(1), 1–8. doi: 10.1186/s40991-016-0004-6CrossRefGoogle Scholar
Chen, Y. R. R., & Hung-Baesecke, C. J. F. (2014). Examining the internal aspect of corporate social responsibility (CSR): Leader behavior and employee CSR participation. Communication Research Reports, 31(2), 210–220. https://doi.org/10.1080/08824096.2014.907148.CrossRefGoogle Scholar
Choi, S. B., Ullah, S., & Kwak, W. J. (2015). Ethical leadership and followers' attitudes toward corporate social responsibility: The role of perceived ethical work climate. Social Behavior and Personality: An International Journal, 43(3), 353–365. doi: 10.2224/sbp.2015.43.3.353CrossRefGoogle Scholar
Chun, J. S., Shin, Y., Choi, J. N., & Kim, M. S. (2013). How does corporate ethics contribute to firm financial performance? The mediating role of collective organizational commitment and organizational citizenship behavior. Journal of Management, 39(4), 853–877. doi: 10.1177/0149206311419662CrossRefGoogle Scholar
Chye Koh, H., & Boo, E. H. (2004). Organisational ethics and employee satisfaction and commitment. Management Decision, 42(5), 677–693. https://doi.org/10.1108/00251740410538514.CrossRefGoogle Scholar
Coldwell, D., A. L., , Williamson, M., & Talbot, D. (2019). Organizational socialization and ethical fit: A conceptual development by serendipity. Personnel Review, 48(2), 511–527. doi: 10.1108/PR-11-2017-0347CrossRefGoogle Scholar
Collier, J., & Esteban, R. (2007). Corporate social responsibility and employee commitment. Business Ethics: A European Review, 16(1), 19–33. doi: 10.1111/j.1467-8608.2006.00466CrossRefGoogle Scholar
Crane, A., Matten, D., Glozer, S., & Spence, L. (2019). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford: Oxford University Press.Google Scholar
De Cremer, D., & Vandekerckhove, W. (2017). Managing unethical behavior in organizations: The need for a behavioral business ethics approach. Journal of Management & Organization, 23(3), 437–455. doi: 10.1017/jmo.2016.4CrossRefGoogle Scholar
De Roeck, K., & Farooq, O. (2018). Corporate social responsibility and ethical leadership: Investigating their interactive effect on employees' socially responsible behaviors. Journal of Business Ethics, 151(4), 923–939. doi: 10.1007/s10551-017-3656-6CrossRefGoogle Scholar
De Roeck, K., Marique, G., Stinglhamber, F., & Swaen, V. (2014). Understanding employees' responses to corporate social responsibility: Mediating roles of overall justice and organisational identification. The International Journal of Human Resource Management, 25(1), 91–112. doi: 10.1080/09585192.2013.781528CrossRefGoogle Scholar
Deshpande, S. P., Joseph, J., & Prasad, R. (2006). Factors impacting ethical behavior in hospitals. Journal of Business Ethics, 69(2), 207–216. doi: 10.1007/s10551-006-9086-5CrossRefGoogle Scholar
Dillman, D. A. (2011). Mail and internet surveys: The tailored design method – 2007 update with new internet, visual, and mixed-mode guide. Hoboken: John Wiley & Sons.Google Scholar
Edwards, M. R., & Kudret, S. (2017). Multi-foci CSR perceptions, procedural justice and in-role employee performance: The mediating role of commitment and pride. Human Resource Management Journal, 27(1), 169–188. https://doi.org/10.1111/1748-8583.12140.CrossRefGoogle Scholar
El Akremi, A., Gond, J.-P., Swaen, V., De Roeck, K., & Igalens, J. (2018). How do employees perceive corporate responsibility? Development and validation of a multidimensional corporate stakeholder responsibility scale. Journal of Management, 44(2), 619–657. doi: 10.1177/0149206315569311CrossRefGoogle Scholar
Evans, W. R., Davis, W. D., & Frink, D. D. (2011). An examination of employee reactions to perceived corporate citizenship. Journal of Applied Social Psychology, 41(4), 938–964. doi: 10.1111/j.1559-1816.2011.00742.xCrossRefGoogle Scholar
Evans, W. R., Goodman, J. M., & Davis, W. D. (2010). The impact of perceived corporate citizenship on organizational cynicism, OCB, and employee deviance. Human Performance, 24(1), 79–97. doi: 10.1080/08959285.2010.530632CrossRefGoogle Scholar
Farooq, M., Farooq, O., & Cheffi, W. (2019). How do employees respond to the CSR initiatives of their organizations: Empirical evidence from developing countries. Sustainability, 11(9), 2646–2660. doi: 10.3390/su11092646CrossRefGoogle Scholar
Fassin, Y., Van Rossem, A., & Buelens, M. (2011). Small-business owner-managers' perceptions of business ethics and CSR-related concepts. Journal of Business Ethics, 98(3), 425–453. doi: 10.1007/s10551-010-0586-yCrossRefGoogle Scholar
Ferrell, O. C. (2005). A framework for understanding organizational ethics. In Peterson, P. E. & Ferrell, O. C. (Eds.), Business ethics: New challenges for business schools and corporate leaders (pp. 3–17). New York: Routledge.Google Scholar
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18(3), 382–388. doi: 10.1177/002224378101800313CrossRefGoogle Scholar
Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Fu, W., Deshpande, S. P., & Zhao, X. (2011). The impact of ethical behavior and facets of job satisfaction on organizational commitment of Chinese employees. Journal of Business Ethics, 104(4), 537–543. doi: 10.1007/s10551-011-0928-4CrossRefGoogle Scholar
Gill, H., Meyer, J. P., Lee, K., Shin, K.-H., & Yoon, C.-Y. (2011). Affective and continuance commitment and their relations with deviant workplace behaviors in Korea. Asia Pacific Journal of Management, 28(3), 595–607. doi: 10.1007/s10490-009-9165-0CrossRefGoogle Scholar
Goldstein, N. J., Cialdini, R. B., & Griskevicius, V. (2008). A room with a viewpoint: Using social norms to motivate environmental conservation in hotels. Journal of Consumer Research, 35(3), 472–482. doi: 10.1086/586910CrossRefGoogle Scholar
Gond, J. P., El Akremi, A., Swaen, V., & Babu, N. (2017). The psychological microfoundations of corporate social responsibility: A person-centric systematic review. Journal of Organizational Behavior, 38(2), 225–246. doi: 10.1002/job.2170CrossRefGoogle Scholar
Guerci, M., Radaelli, G., Siletti, E., Cirella, S., & Rami Shani, A. (2015). The impact of human resource management practices and corporate sustainability on organizational ethical climates: An employee perspective. Journal of Business Ethics, 126(2), 325–342. doi: 10.1007/s10551-013-1946-1CrossRefGoogle Scholar
Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., & Thiele, K. O. (2017). Mirror, mirror on the wall: A comparative evaluation of composite-based structural equation modeling methods. Journal of the Academy of Marketing Science, 45(5), 616–632. doi: 10.1007/s11747-017-0517-xCrossRefGoogle Scholar
Hanna, R. C., Crittenden, V. L., & Crittenden, W. F. (2013). Social learning theory: A multicultural study of influences on ethical behavior. Journal of Marketing Education, 35(1), 18–25. doi: 10.1177/0273475312474279CrossRefGoogle Scholar
Hansen, S. D., Dunford, B. B., Alge, B. J., & Jackson, C. L. (2016). Corporate social responsibility, ethical leadership, and trust propensity: A multi-experience model of perceived ethical climate. Journal of Business Ethics, 137(4), 649–662. doi: 10.1007/s10551-015-2745-7CrossRefGoogle Scholar
Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135. https://doi.org/10.1007/s11747-014-0403-8.CrossRefGoogle Scholar
Husin, W. N. W., & Kernain, N. F. Z. (2019). The influence of individual behaviour and organizational commitment towards the enhancement of Islamic work ethics at Royal Malaysian Air Force. Journal of Business Ethics, 166(3), 523–533. doi: 10.1007/s10551-019-04118-7CrossRefGoogle Scholar
Jamali, D., & El Dirani, A. M. (2013). CSR and HRM for workplace integrity: Advancing the business ethics agenda. In Amann, W. & Stachowicz-Stanusch, A. (Eds.), Integrity in organizations: Building the foundations for humanistic management (pp. 439–453). New York: Palgrave Macmillan.CrossRefGoogle Scholar
Jeon, M. M., Lee, S., & Jeong, M. (2020). Perceived corporate social responsibility and customers’ behaviors in the ridesharing service industry. International Journal of Hospitality Management, 84, 102341. https://doi.org/10.1016/j.ijhm.2019.102341.CrossRefGoogle Scholar
John, A., Qadeer, F., Shahzadi, G., & Jia, F. (2019). Getting paid to be good: How and when employees respond to corporate social responsibility? Journal of Cleaner Production, 215, 784–795. https://doi.org/10.1016/j.jclepro.2019.01.074.CrossRefGoogle Scholar
Kahreh, M. S., Babania, A., Tive, M., & Mirmehdi, S. M. (2014). An examination to effects of gender differences on the corporate social responsibility (CSR). Procedia-Social and Behavioral Sciences, 109, 664–668.CrossRefGoogle Scholar
Kim, J. S., Song, H. J., & Lee, C.-K. (2016). Effects of corporate social responsibility and internal marketing on organizational commitment and turnover intentions. International Journal of Hospitality Management, 55, 25–32. doi: 10.1016/j.ijhm.2016.02.007CrossRefGoogle Scholar
Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work. Journal of Applied Psychology, 95(1), 1–31. doi: 10.1037/a0017103CrossRefGoogle ScholarPubMed
Kock, N. (2015). Common method bias in PLS-SEM: A full collinearity assessment approach. International Journal of e-Collaboration, 11(4), 1–10. doi: 10.4018/ijec.2015100101Google Scholar
Lee, E. M., Park, S.-Y., & Lee, H. J. (2013). Employee perception of CSR activities: Its antecedents and consequences. Journal of Business Research, 66(10), 1716–1724. doi: 10.1016/j.jbusres.2012.11.008CrossRefGoogle Scholar
Lefkowitz, J., & Lowman, R. L. (2010). Ethics of employee selection. In Farr, J. L. & Tippins, N. T. (Eds.), Handbook of employee selection (pp. 575–598). New York: Routledge.Google Scholar
Limpanitgul, T., Boonchoo, P., & Photiyarach, S. (2014). Coworker support and organisational commitment: A comparative study of Thai employees working in Thai and American airlines. Journal of Hospitality and Tourism Management, 21, 100–107. https://doi.org/10.1016/j.jhtm.2014.08.002.CrossRefGoogle Scholar
Lin, X., Clay, P. F., Hajli, N., & Dadgar, M. (2016). Investigating the impacts of organizational factors on employees’ unethical behavior within organization in the context of Chinese firms. Journal of Business Ethics, 150(3), 779–791. https://doi.org/10.1007/s10551-016-3209-4.CrossRefGoogle Scholar
Lin, Y. T., & Liu, N. C. (2019). Corporate citizenship and employee outcomes: Does a high-commitment work system matter? Journal of Business Ethics, 156(4), 1079–1097. doi: 10.1007/s10551-017-3632-1CrossRefGoogle Scholar
Liu, C., Liang, H., Wang, N., & Xue, Y. (2021). Ensuring employees’ information security policy compliance by carrot and stick: The moderating roles of organizational commitment and gender. Information Technology & People, (ahead-of-print). https://doi.org/10.1108/itp-09-2019-0452.CrossRefGoogle Scholar
Mayer, D. M., Nurmohamed, S., Treviño, L. K., Shapiro, D. L., & Schminke, M. (2013). Encouraging employees to report unethical conduct internally: It takes a village. Organizational Behavior and Human Decision Processes, 121(1), 89–103. https://doi.org/10.1016/j.obhdp.2013.01.002.CrossRefGoogle Scholar
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. doi: 10.1016/1053-4822(91)90011-ZCrossRefGoogle Scholar
Meyer, J. P., Becker, T. E., & Van Dick, R. (2006). Social identities and commitments at work: Toward an integrative model. Journal of Organizational Behavior: The International Journal of Industrial. Occupational and Organizational Psychology and Behavior, 27(5), 665–683. doi: 10.1002/job.383CrossRefGoogle Scholar
Morton, P., Goodwin, A., Kellond, A., Close, K., & Collins, J. (2011). Investing in the future construction workforce: CSR and work experience placements. International Journal of Construction Management, 11(2), 49–58. doi: 10.1080/15623599.2011.10773168CrossRefGoogle Scholar
Mostafa, A. M. S., Farley, S., & Zaharie, M. (2020). Examining the boundaries of ethical leadership: The harmful effect of co-worker social undermining on disengagement and employee attitudes. Journal of Business Ethics, 18(1), 1–14. doi: 10.1007/s10551-020-04586-2Google Scholar
Newman, A., Allen, B., & Miao, Q. (2015). I can see clearly now: The moderating effects of role clarity on subordinate responses to ethical leadership. Personnel Review, 44(4), 611–628. doi: 10.1108/PR-11-2013-0200CrossRefGoogle Scholar
Newman, A., Miao, Q., Hofman, P. S., & Zhu, C. J. (2016). The impact of socially responsible human resource management on employees' organizational citizenship behaviour: The mediating role of organizational identification. International Journal of Human Resource Management, 27(4), 440–455. doi: 10.1080/09585192.2015.1042895CrossRefGoogle Scholar
O'Fallon, M. J., & Butterfield, K. D. (2005). A review of the empirical ethical decision-making literature: 1996–2003. Journal of Business Ethics, 59(4), 375–413. doi: 10.1007/978-94-007-4126-3_11Google Scholar
Ofori, D. F., S-Darko, M. D., & Nyuur, R. B. (2014). Corporate social responsibility and financial performance: Fact or fiction? A look at Ghanaian banks. Acta Commercii, 14(1), 1–11. doi: 10.4102/ac.v14i1.180CrossRefGoogle Scholar
Paillé, P., Boiral, O., & Chen, Y. (2013). Linking environmental management practices and organizational citizenship behaviour for the environment: A social exchange perspective. International Journal of Human Resource Management, 24(18), 3552–3575. doi: 10.1080/09585192.2013.777934CrossRefGoogle Scholar
Parkes, C., & Davis, A. J. (2013). Ethics and social responsibility – Do HR professionals have the ‘courage to challenge’ or are they set to be permanent ‘bystanders?’. The International Journal of Human Resource Management, 24(12), 2411–2434. doi: 10.1080/09585192.2013.781437CrossRefGoogle Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879–903.CrossRefGoogle ScholarPubMed
Remišová, A., Lašáková, A., & Kirchmayer, Z. (2019). Influence of formal ethics program components on managerial ethical behavior. Journal of Business Ethics, 160(1), 151–166. doi: 10.1007/s10551-018-3832-3CrossRefGoogle Scholar
Rodgers, W., Söderbom, A., & Guiral, A. (2015). Corporate social responsibility enhanced control systems reducing the likelihood of fraud. Journal of Business Ethics, 131(4), 871–882. doi: 10.1007/s10551-014-2152-5CrossRefGoogle Scholar
Sasidharan Dhanesh, G. (2012). The view from within: Internal publics and CSR. Journal of Communication Management, 16(1), 39–58. https://doi.org/10.1108/13632541211197987.CrossRefGoogle Scholar
Schlittgen, R., Ringle, C. M., Sarstedt, M., & Becker, J.-M. (2016). Segmentation of PLS path models by iterative reweighted regressions. Journal of Business Research, 69(10), 4583–4592. doi: 10.1016/j.jbusres.2016.04.009CrossRefGoogle Scholar
Snellman, C. L. (2015). Ethics management: How to achieve ethical organizations and management? Business Management and Education, 13(2), 336–357.CrossRefGoogle Scholar
Sol, J., Beers, P. J., & Wals, A. E. (2013). Social learning in regional innovation networks: Trust, commitment and reframing as emergent properties of interaction. Journal of Cleaner Production, 49, 35–43. doi: 10.1016/j.jclepro.2012.07.041CrossRefGoogle Scholar
Stevens, B. (2008). Corporate ethical codes: Effective instruments for influencing behavior. Journal of Business Ethics, 78(4), 601–609.CrossRefGoogle Scholar
Stok, F. M., & de Ridder, D. T. D. (2019). The focus theory of normative conduct. In Sassenberg, K. & Vliek, M. (Eds.), Social psychology in action (pp. 95–110). Cham: Springer.CrossRefGoogle Scholar
Su, L., & Swanson, S. R. (2019). Perceived corporate social responsibility's impact on the well-being and supportive green behaviors of hotel employees: The mediating role of the employee-corporate relationship. Tourism Management, 72, 437–450. doi: 10.1016/j.tourman.2019.01.009CrossRefGoogle Scholar
Sukserm, T., & Takahashi, Y. (2012). Self efficacy as a mediator of the relationships between learning and ethical behavior from human resource development in corporate social responsibility activity. Asia-Pacific Journal of Business Administration, 4(1), 8–22. doi: 10.1108/17574321211207944CrossRefGoogle Scholar
Sungu, L. J., Weng, Q., & Xu, X. (2019). Organizational commitment and job performance: Examining the moderating roles of occupational commitment and transformational leadership. International Journal of Selection and Assessment, 27(3), 280–290. doi: 10.1111/ijsa.12256CrossRefGoogle Scholar
Tafolli, F., & Grabner-Kräuter, S. (2020). Employee perceptions of corporate social responsibility and organizational corruption: Empirical evidence from Kosovo. Corporate Governance, 20(7), 1349–1370. doi: 10.1108/CG-07-2020-0274CrossRefGoogle Scholar
Tanwar, K., & Kumar, A. (2019). Employer brand, person-organisation fit and employer of choice. Personnel Review, 49(3), 799–823. doi: 10.1108/PR-10-2017-0299CrossRefGoogle Scholar
Tian, G., Pekyi, G. D., Chen, H., Sun, H., & Wang, X. (2021). Sustainability-conscious stakeholders and CSR: Evidence from IJVs of Ghana. Sustainability, 13(2), 639. doi: 10.3390/su13020639CrossRefGoogle Scholar
Trevino, L. K. (1986). Ethical decision making in organizations: A person-situation interactionist model. Academy of Management Review, 11(3), 601–617. doi: 10.5465/amr.1986.4306235CrossRefGoogle Scholar
Trevino, L. K., & Nelson, K. A. (2016). Managing business ethics: Straight talk about how to do it right. Hoboken: John Wiley & Sons.Google Scholar
Uçkun, S., Arslan, A., & Yener, S. (2020). Could CSR practices increase employee affective commitment via moral attentiveness? Sustainability, 12(19), 8207. doi: org/10.3390/su12198207CrossRefGoogle Scholar
Valentine, S., & Fleischman, G. (2008). Professional ethical standards, corporate social responsibility, and the perceived role of ethics and social responsibility. Journal of Business Ethics, 82(3), 657–666. doi: 10.1007/s10551-007-9584-0CrossRefGoogle Scholar
Vallejo-Martos, M. C., & Puentes-Poyatos, R. (2014). Family firms as incubators for ethical behavior: An exploratory study from the perspective of stewardship theory. Journal of Management and Organization, 20(6), 784. doi: 10.1017/jmo.2014.55CrossRefGoogle Scholar
Visser, W. (2006). Revisiting Carroll's CSR pyramid: Corporate citizenship in developing countries. In Rahbek, & Huniche, (Eds.), Corporate citizenship in a development perspective, new partnership perspectives (pp. 29–56). Frederiksberg: Copenhagen Business School Press.Google Scholar
Waheed, A., & Zhang, Q. (2020). Effect of CSR and ethical practices on sustainable competitive performance: A case of emerging markets from stakeholder theory perspective. Journal of Business Ethics, 1–19. doi: doi.org/10.1007/s10551-020-04679-yGoogle Scholar
Young, K. A., Hassan, S., & Hatmaker, D. M. (2021). Towards understanding workplace incivility: Gender, ethical leadership and personal control. Public Management Review, 23(1), 31–52. doi: doi.org/10.1080/14719037.2019.1665701CrossRefGoogle Scholar
Yousef, D. A. (2017). Organizational commitment, job satisfaction and attitudes toward organizational change: A study in the local government. International Journal of Public Administration, 40(1), 77–88. doi: 10.1080/01900692.2015.1072217CrossRefGoogle Scholar
Zhang, M., Di Fan, D., & Zhu, C. J. (2014). High-performance work systems, corporate social performance and employee outcomes: Exploring the missing links. Journal of Business Ethics, 120(3), 423–435. doi: 10.1007/s10551-013-1672-8CrossRefGoogle Scholar
Zhao, L., Lee, J., & Moon, S. (2019). Employee response to CSR in China: The moderating effect of collectivism. Personnel Review, 48(3), 839–863. doi: 10.1108/pr-05-2017-0146CrossRefGoogle Scholar