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The purpose of this paper is to investigate how employees perceive corporate social responsibility (CSR) within their organizations, thus employees’ Internally Perceived CSR and how it impacts their organizational commitment.

For conceptualizing, the constituents of Internally Perceived CSR – Individual CSR-Perception, Organizational CSR-Perception and their respective factors – are derived from social exchange theory, social identity theory and further relevant literature. The study’s research model is tested through a survey consulting 386 respondents from a company operating in renewable energies.

The results lead to the following conclusions: Internally Perceived CSR strongly impacts employees’ Affective Organizational Commitment and comparatively low influences Normative Organizational Commitment. Moreover, Affective Organizational Commitment mediates Normative Organizational Commitment.

The implementation of CSR has evolved to a crucial component of both organizational behavior and management. Nevertheless, the internal CSR-dimension has been largely neglected so far.

Drawing on social information processing theory and organisational identity theory, the purpose of this paper is to examine the social and psychological process through which perceived ethical leadership influences employee deviant behaviours towards the organisation. Specifically, a sequential mediation model is developed in which ethical leadership is related to employee perceptions of internal corporate social responsibility (CSR), which, in turn, are related to organisational deviance through organisational engagement.

Structural equation modeling was performed to fit the proposed model using multi-source data collected from employees and their supervisors in the Egyptian banking sector.

The results support the hypotheses, as perceived internal CSR and organisational engagement sequentially mediate the relationship between perceived ethical leadership and organisational deviance.

Organisations should emphasise fostering ethical leadership through adopting strategies such as hiring ethical leaders and offering ethics training to current leaders. Organisations should also invest in internal CSR activities and should pay attention to regularly communicating their involvement in CSR initiatives to employees.

By examining the mediating roles of employee internal CSR perceptions and organisational engagement, this study helps advance our understanding of the social and psychological processes of ethical leadership.

Workplace deviant behaviors (WDBs) have a significant negative impact on firms. Present study explores the role of employees’ perception of firms’ internal corporate social responsibility (internal CSR) in reducing their intention to engage in WDB. Social exchange theory (SET) and job demand-resource (JD-R) model form the conceptual underpinning of the study.

Hypotheses were developed based on a comprehensive literature review and tested on employees working in various public and private sector organizations in India. AMOS and SPSS PROCESS macro were used to test the conceptual model.

Employees’ perception of firms’ internal CSR reduced their intention to engage in WDB. Occupational strain was confirmed as a mediator in the above mentioned relationship. Further, the study also establishes internal CSR as an antecedent to increased perceptions of procedural justice.

Managers may leverage internal CSR communication as a tool to minimize WDB at the workplace. Moreover, it may also be used to reduce occupational strain and strengthen the perceptions of fairness among employees.

Very limited research is available on internal CSR and WDB. Through this study authors contribute to the nascent literature by affirming the negative relationship between internal CSR and WDB using the SET and JD-R model.

The purpose of this paper is to provide insight into the emotional or affective mechanisms that underlie the relationship between employees’ perceptions of corporate social responsibility (CSR) and employee attitudes and behaviors. Drawing on affective events theory (AET), this study examines a sequential mediation model in which CSR perceptions influence positive affect (PA) at work which leads to employee engagement in the creative process that, in turn, affects employee creative behaviors.

Two-wave data were collected from a sample of employees working in the telecommunication sector in Egypt (N=208). The collected data were analyzed using structural equation modeling.

The study found a positive association between CSR perceptions and employee creative behaviors. The results also showed that CSR perceptions have induced PA, which, in turn, led to greater level of engagement in the creative process and eventually led employees to exhibit creative behaviors.

This is one of the first studies to use AET as a conceptual framework to explain the positive association between CSR and employee positive work outcomes (i.e. creativity). By integrating AET with CSR and employee outcomes literatures, this study contributes to the available knowledge regarding the affective or emotional mechanisms through which CSR perceptions could affect employee work behaviors.

This paper aims to investigate the differential moderating effects of two types (internal/external) of corporate social responsibility (CSR) on the relationship between distributive injustice and organization-directed revenge through the mediating role of negative emotions.

This paper conducts two studies. Study 1 was a vignette study based on a sample of 501 part-time master of business administration students in China aimed at testing the moderating effects of different levels of internal (external) CSR. Study 2 involved a laboratory experiment in which 108 postgraduate students were recruited to scrutinize the contrasting moderating effects of different types of CSR (internal vs external) and test the underlying mechanisms of negative emotions. The latest facial expression analysis technology (FaceReader 5.0 software) was used to detect participants’ emotional state.

Study 1 demonstrates that internal CSR buffers the relationship between distributive injustice and organizational revenge behavior through negative emotions. However, the moderating effect of external CSR is not significant. Study 2 reveals that compared with external CSR, distributive injustice induces fewer negative emotions in the presence of internal CSR and the mediating role of negative emotions detected by the facial expression analysis software is also verified.

The authors hope that the findings of this paper can provide theoretical references for enterprise managers to enhance their employee governance, develop more effective intervention policies and formulate corresponding coping mechanisms to prevent and mitigate workplace revenge behaviors.

First, this paper enriches the literature on the relationship between injustice and organization revenge by introducing CSR as an employee governance tool. Second, this paper reconciles prior inconsistent findings about employee response to CSR in the occurrence of negative events by distinguishing between external and internal CSR and examining the differential moderating effects of two types of CSR. Such distinction is derived from the heterogeneous justice perceptions arising from different CSR actions. In addition, the authors measure participants’ negative emotions through a multi-method approach integrating the latest technology for facial expression analysis and the PANAS scale, which represents a method advancement and provides implications for measuring emotions.

Talent management is a twenty-first-century concern. Attracting talented individuals to organizations is an important source for firm competitive advantage. Building on signaling theory, this paper proposes that corporate social responsibility (CSR) can be an important tool for talent recruitment.

Across two studies, this paper found support for this hypothesized relationship. In Study 1, a job advertisement was manipulated to include information about CSR and tested it in two groups of 120 master’s degree students who would be in the job market within the year. It was found that CSR was an important factor that increased organizational attractiveness. In Study 2, with 532 external talented stakeholders of 16 organizations, our findings were replicated and advanced by testing whether perceptions of CSR practices (internal and external) influenced perceptions of organizational attractiveness and if this relationship was mediated by organizational reputation.

This study found that perceptions of internal CSR practices were directly related to both organizational attractiveness and firm reputation. However, perceptions of external CSR practices were related only to organizational attractiveness through organizational reputation.

The article’s one of the main limitations has to do with generalizability of the results and the potential common method variance bias.

The findings demonstrate that CSR can play an effective role in attracting potential employees, through enhancement of organizational reputation and organizational attractiveness. If organizations are willing to implement practices that protect and develop their employees, along with practices that improve the quality of the natural environment and the well-being of the society, they can become an employer-of-choice.

This study expands on previous studies by including an experimental design, including two types of CSR practices and a mediating variable in this field study.

The present study aimed to investigate the relationship between employee perceived internal corporate social responsibility (CSR) practices and pharmaceutical firms' performance with the mediating role of employee intrapreneurial behaviour.

The study sample consisted of 607 employees at pharmaceutical firms in Ho Chi Minh City of Vietnam. The data was analysed by a structural equation modelling (SEM).

The results revealed that the model fitted well into the empirical data considering the goodness-of-fit measures. The estimates results revealed the significant total effects of employee perception of internal CSR practices on pharmaceutical firms' performances through the influencing mechanism of employee intrapreneurial behaviour.

Employee welfare is a fundamental factor for organisational performance. Ethical organisations might yield prosperity through innovation employee behaviour. Firms should build the structure and mechanism to implement internal CSR and support the commitment of intrapreneurship.

The study investigates how employees respond to internal CSR practices and contribute to firm performance through employee intrapreneurial behaviour.

This research explores how does the organizational culture influence internal corporate social responsibility (CSR) actions and the effect of these actions on the level of happiness of employees.

The study adopts an employee perspective since the perception of employees is the unit of analysis. By relying on a sample of 921 workers of firms from different sectors and sizes headquartered in Spain, the empirical analysis is performed using partial least squares.

The findings evidence that clan and adhocracy cultures highly foster internal CSR practices and that internal CSR activities enhance employees' happiness. The mediating role of internal CSR in the relationship between organizational culture and employee happiness is also found. These results suggest that managers could play a proactive role in fostering internal CSR by designing the organizational culture according to features of clan and adhocracy cultures such as flexibility, innovation, creativity, autonomy, communication, training and support of supervisors.

The research focuses on a single country, which makes it difficult to generalize the results and guides future research into cross-cultural analysis. Including countries that present differences in their cultural and institutional context would allow to explore the influence of the national context on the business culture, on internal CSR and on employee happiness. This work is also limited in time, as the data used are of a cross-cultural nature.

A greater effort in internal CSR by companies translates into a higher level of happiness for their workers. Specifically, occupational health and safety practices have the greatest influence on employee happiness. Hence, organizations must develop cultures that contribute to promote internal CSR—adhocracy and clan—since this would enhance employees' happiness if the values and beliefs that characterize these cultural configurations are translated into internal CSR practices such as occupational health and safety, work–life balance and equal opportunities.

The improvement of employee happiness creates social value and can be enhanced through an organizational culture that promotes CSR. The research findings might be useful when defining institutional policies to promote job quality, as encouraged by the social policy agenda of the United Nations embodied in the Sustainable Development Goals.

Promoting internal CSR through organizational culture will have positive effects for companies internally by enhancing employees' happiness. Therefore, the article contributes to overcome the lack of evidence about the antecedents of internal CSR and its relationship with employees' happiness, an emerging variable in the management literature.

Leveraging the power of corporate social responsibility (CSR) is strategically important to corporations. Although various studies have explored the positive effects of CSR, few have been devoted to the investigation of CSR related to service employees from the internal marketing perspective. Therefore, this study fills this research gap by developing a conceptual model based on social influence theory to explain how internal CSR initiatives affect service employees' attitudes and behaviors.

This study develops and empirically tests a theoretical model examining the impact of internal CSR initiatives (i.e. internal dissemination of and management support for CSR) on service employees' attitudes toward an organization (i.e. employee–company identification and value congruence), which ultimately enhance their organizational citizenship behaviors (OCBs) toward customers, other employees and the organization. Survey data from 271 frontline employees of service firms actively involved in CSR-related activities were examined with structural equation modeling.

The results suggest that perceived internal dissemination of and management support for CSR affect service employees' citizenship behaviors toward customers, other employees and the organization through the mediation of employee–company identification and value congruence.

Internal CSR initiatives are highly related to service employees' various OCBs that are beneficial to improving the service performance of firms. Therefore, it is imperative for companies to devote attention to internal marketing dissemination while promoting CSR. In addition, as managers' attitudes and behaviors trickle down to employees, service supervisors' support of CSR activities plays a significant role in forming employee perceptions of a firm's CSR dedication.

This study represents one of the first to view internal CSR initiatives as an effective internal marketing lever. Moreover, the relationship between internal CSR initiatives and service employees' OCBs – OCB toward customers, other employees and the organization – is proposed and tested with an empirical model, providing significant contributions.

This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.

This study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.

Our empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.

This study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.

This study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.