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This study examines the effects of a firm’s corporate social responsibility (CSR) initiative on its employees’ organizational attachment and intent to leave. We propose that employees’ perceived authenticity of their firm’s CSR activity mediates the effects of a firm’s CSR initiative on employees’ attachment to the firm and intent to leave. We also hypothesize that employees understand the authenticity of their firm’s CSR initiative based on internal and external attribution mechanisms. We propose that internal attribution enhances authenticity, while external attribution reduces it.

We surveyed a sample of 450 employees from 38 Korean companies that were included in the 2009 Dow Jones Sustainability Index Korea (DJSI Korea). To test the theoretical model, we employed a linear structural equation modeling which allows the causal estimation of theoretical constructs after taking into account their measurement errors.

As predicted, internal attribution significantly increases employees’ perceptions of their firm’s CSR authenticity, whereas external attribution significantly reduces such perceptions. Employees’ perceptions of authenticity, in turn, increase their affective attachment and decrease their intent to leave. In addition, the effects of the two attribution mechanisms on organizational attachment and intent to leave were mediated by employees’ perceptions on authenticity.

Research on authenticity has been case studies or narrative ones. This is one of the first studies investigating the role of authentic management empirically.

We demonstrate that a firm’s CSR initiative is a double-edged sword. When employees perceive inauthenticity of their firm’s CSR initiative, the CSR initiative could be detrimental to employees’ attachment to the firm. This study calls attention to the importance of authentic management of CSR.

Informational transparency through social network services become the foundational reality to the contemporary management. To maintain competitive edge in this changing world, every stakeholder of a firm including managers, employees, customers, shareholders, government, and communities should collaborate and help each other live the principle of authenticity.

This study examines the association between management control systems (MCSs), specifically the interactive and diagnostic use of controls, with the corporate social responsibility (CSR) disclosure-action portrayal gap (i.e. the disparity in employees’ perception of their organisation’s emphasis on CSR disclosures relative to CSR actions) and the subsequent impact on employees’ perceptions of organisational performance, both operational performance and corporate social performance. Data were collected using a survey of US lower-level managers, with the data obtained from 209 respondents and analysed using structural equation modelling (SEM). The results reveal that the interactive and diagnostic use of controls both exhibit a significant negative association with the CSR disclosure-action portrayal gap, that is, the use of these controls reduces the gap. In addition, the various dimensions of the CSR disclosure-action portrayal gap exhibit a significant negative association with both operational and corporate social performance, that is, lower gap, higher performance. The study contributes to the CSR literature by providing the first empirical insight into employees’ perception of both CSR disclosures and actions, and hence, the CSR disclosure-action portrayal gap. In addition, the study contributes to the MCS and organisational performance literature by providing the initial empirical insight into the role of MCSs in mitigating the gap through enhancing the interactive and diagnostic use of controls, and the negative association between the gap and employees’ perceptions of organisational performance.

The aim of this study is to find out the managers’ perception of employment practices and human rights for Indonesian women employee. The research was conducted by using a quantitative and qualitative approach. Data collection was gathered through a questionnaire before performing the Kruskal-Wallis and Mann-Whitney U tests that compare the managers’ perception. The samples for the research were top-, middle-, and low-level managers in Indonesian companies. Three primary managers’ perceptions concerning human rights were found. They are requirement of a particular unit to handle discrimination complaint, guarantee of rights to associate and give opinions, and workforce. There are also three primary managers’ perceptions on employment practices. They are sexual harassment, time flexibility for breastfeeding, and training for counseling facilities and employee risk anticipation. The originality of this study is empirical exploration of multilevel managers’ perception of women employment practices and human rights in Indonesia.

Employees as citizens and companies as part of our society have to deal with the implications of grand challenges such as the global climate change or the COVID-19 pandemic in this turbulent twenty-first century. Internal versus external Corporate Social Responsibility (CSR) acquires an integrative element of sustainable business strategies. Human Resource Management (HRM) contributes by defining modern internal Workplace CSR concepts for supporting sustainable business strategies. The focus of the sustainable HRM strategy is the employees as the key asset of companies, applying especially to those who are particularly talented as future leadership successors and CSR ambassadors. On the basis of the current Green HRM and Workplace CSR review, theoretical and practical implications are concluded to foster Workplace CSR strategy as part of a modern working culture and an integrative HRM frame. The COVID-19 pandemic as an accelerator of Green and social transformation is also discussed in the context of this sustainable HRM framework.

As part of discussing future research in the era of change for Globalization 4.0, this chapter examines the traditional academic CSR literature to determine a gap in current research. An academic literature search revealed limited literature on actual CSR activities, and more specifically, Social Initiatives (SIs). It is important to expand on this area of research as it relates to an evolution of the original CSR definition by Carroll (1979, 1999). The literature review also revealed limited use of Social Identity Theory in CSR studies: a theory which provides an excellent context to give ‘purpose’ and meaning to a more socially oriented form of CSR. It also provides a base to understand human ‘identification’ and ‘identity’ with CSR activities, in a new era of change. Recent research reveals the importance of understanding what employees and global citizens as stakeholders want, need, identify, and engage with. Following a literature review, this chapter introduces a new ‘Social Initiatives Framework,’ designed to incorporate the many terms and alternative themes associated with CSR. The chapter concludes with extracts from an example paper for this area of research, and provides a model to examine changing stakeholder perspectives in global settings. The findings behind the development of the model is discussed, revealing substantial opportunities for future research. The chapter highlights the development of CSR SIs to study the sustainable development goals, while also supporting social enterprises to solve wicked challenges and create shared value (CSV) for both the host community and the company within the setting where the organization resides.

The study reported in this chapter was designed to investigate how managers representing public relations (PR), human resources (HR), and corporate social responsibility (CSR) departments use their organizations’ CSR initiatives to attract, engage, and retain job-seeking Millennials. To direct attention to a region that has been plagued with employee attraction and retention issues, this study focused this phenomenon as experienced by organizations located in the state of Michigan. Findings identify ways PR, HR, and CSR departments work together to infuse work cultures with CSR thinking. Four main themes and 14 subthemes emerged among interview data – suggesting that employee recruitment activities should evolve to more fully consider CSR in terms of employee value propositions, organizational culture, and empowering and developing employees.

This chapter uses a case study approach to examine an innovative corporate social responsibility (CSR) program designed to engage and motivate employees. MGM Resorts International, one of the largest casino gaming corporations, debuted the “Inspiring Our World” program in 2012 and continues to use it as a guide for the company’s CSR efforts. This chapter looks specifically at the program’s internal efforts to involve employees in CSR actions and considers how a program of this sort can benefit the corporation via employee engagement. It also discusses the important role that HR managers can take in facilitating such a program to ensure it has the best chance at success.

This chapter offers a comprehensive review the literature on authentic leadership (AL). The authors employ a bibliometric approach to identify, classify, visualise and synthesise relevant scholarly publications and the work of a core group of interdisciplinary scholars who are key contributors to the research on AL. They review 264 journal articles, adopting a clustering technique to assess the central themes of AL scholarship. They identify five distinct thematic clusters: authenticity in the context of leadership; structure of AL; social perspectives on AL; dynamism of AL; and value perceptions of AL. Velt and Sinkovics assert that these clusters will help scholars of AL to understand the dominant streams in the literature and provide a foundation for future research.

This chapter discusses and investigates the sustainability reporting across different sectors. The first section discusses and investigates the relationship between sustainability reporting and primary sector's performance (Agriculture and Food Industries Sector and Energy Sector). The second section discusses and investigates the relationship between sustainability reporting and secondary sector's performance (Manufacturing Sector). The final section discusses and investigates the relationship between sustainability reporting and tertiary sector's performance (Banks and Financial Services Sector, Retail Sector, Telecommunication and Information Technology Sector, and Tourism Sector).

Purpose – The purpose of this chapter is to establish some of the reasons why there exists a chasm between micro and macro disciplines of organizational sciences. We aim to suggest some fecund areas for bridging the gap between the micro and macro side of our science.

Methodology/Approach – In this chapter, we have polled our colleagues to ascertain the areas that they believe have the most potential to bridge the micro–macro divide. In addition, we have reviewed extant literature to identify some of the areas where bridging work has already started.

Findings – Through our survey and literature review, we have identified a number of areas which can help in narrowing the micro–macro divide.

Social Implications – By suggesting some ways to bridge the micro–macro divide, this chapter helps in setting future research agenda that will help in viewing organizational problems from multiple lenses. Our work also encourages the scholars from various disciplines to explore ways that can integrate the broad disciplines of organizational sciences.

Originality/Value of Paper – We have attempted to take the pulse of researchers in management disciplines concerning the chasm between micro and macro disciplines, and we have tried to integrate this information with the bridging research that has already been reported. Moreover, we have suggested a number of reasons why this gap is so difficult to remediate. We discuss how bridging the gap is connected to the way in which we train, develop, and reward nascent scholars in our field.