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Corporate hypocrisy occurs when a discrepancy exists between corporate talk and actions. As companies assume more extensive economic, societal and global roles, they are more likely to encounter situations in which their words and actions are inconsistent. Therefore, a company’s ability to cope with such situations is becoming increasingly important. This study aims to examine the negative effects of corporate hypocrisy on corporate reputation. First, it reveals the underlying mechanisms by presenting corporate trust and affective commitment as parallel mediators. Additionally, it explores how corporate social responsibility (CSR) perceptions mitigate the indirect effects of corporate hypocrisy.

Data were collected through an online survey conducted at two time points in the context of Korean retail banking companies. A total of 313 respondents participated in a two-wave online survey using a multistage sampling technique to ensure a representative population sample. This study used the Mplus-based Hayes’ PROCESS Macro to test the research hypotheses.

The results show that corporate hypocrisy negatively affects corporate reputation by impeding customers’ corporate trust and affective commitment. These negative indirect effects are mitigated when customers’ perceptions of CSR are high.

By establishing a parallel moderated mediation model that captures the impact of corporate hypocrisy. To the best of the authors’ knowledge, this study presents important academic and managerial implications that have not been provided in the literature.

This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory, we hypothesized that two control systems, an outcome-based control system (OBCS) and a behavior-based control system (BBCS), trigger work engagement rather than organizational dehumanization in FLEs, leading them to choose deep acting rather than surface acting as an emotional labor strategy.

This study employed three-wave online surveys conducted 3–4 months apart to assess the time-lagged effects of S-O-R. We measured OBCS, BBCS (stimuli) and control variables at Time 1 (T1); work engagement and organizational dehumanization (organisms) at Time 2 (T2) and emotional labor strategies (responses) at Time 3 (T3). A total of 218 employees completed the T1, T2 and T3 surveys.

OBCS increased work engagement, leading to increased deep acting. BBCS enhanced organizational dehumanization, leading to increased surface acting. Post-hoc analysis confirmed that the indirect effect of OBCS on deep acting through work engagement and the mediation effect of BBCS on surface acting through organizational dehumanization were statistically significant.

This study collected three-wave data to reveal how organizational control systems affect FLEs’ emotional labor in the S-O-R framework. It illustrated how organizations induce FLEs to perform effective emotional strategies by investigating the effects of organizational control systems on their internal states.

Customer co-creation behaviors significantly affect a firm's performance and sustainable growth. This study tested the mediating role of corporate reputation in the relationship between corporate hypocrisy and two types of customer co-creation behaviors: customer citizenship behavior and customer participation behavior. The study also investigated the moderating effect of self-corporate brand connection on the corporate hypocrisy–corporate reputation relationship and the indirect relationship between corporate hypocrisy and customer co-creation behavior through corporate reputation.

The authors conducted a two-wave research survey with 346 Korean bank customers and tested our hypotheses using PROCESS Macro.

Corporate reputation mediated the relationship between corporate hypocrisy and customer citizenship/participant behavior. The negative effect of corporate hypocrisy on corporate reputation was more pronounced when self-corporate brand connection was high. Self-corporate brand connection further moderated the indirect effect of corporate hypocrisy on customer citizenship/participant behavior through corporate reputation.

The results clearly explain how corporate hypocrisy affects customer co-creation behavior. This study advances corporate hypocrisy and corporate reputation research by proposing and verifying a moderated mediation model.

This study aims to explore the role of frontline service employees’ (FSEs) awareness that their job can be substituted by smart technology, artificial intelligence, robotics and algorithms (STARA) in their job autonomy and proactive service performance and when these relationships can be buffered. Drawing on the cognitive appraisal theory of stress, the study examined the mediating relationship between FSEs’ STARA awareness, job autonomy and proactive service performance and the moderating effects of self-efficacy and resilience on this relationship.

The authors administered two-wave online surveys to 301 South Korean FSEs working in various service sectors (e.g. retailing, food/beverage, hospitality/tourism and banking). The Time 1 survey measured respondents’ STARA awareness, self-efficacy, resilience and job autonomy, and the Time 2 survey assessed their proactive service performance.

FSEs’ STARA awareness negatively affected their subsequent proactive service performance through decreased job autonomy. The negative association between STARA awareness and job autonomy was weaker when FSEs’ self-efficacy was high than when it was low. While the authors observed no significant moderation of resilience, the author found a marginally significant three-way interaction between STARA awareness, self-efficacy and resilience. Specifically, STARA awareness was negatively related to job autonomy only when both self-efficacy and resilience were low. When either self-efficacy or resilience was high, the association between STARA awareness and job autonomy became nonsignificant, suggesting the buffering roles of the two personal resources.

Given that the measurement of variables relied on self-reported data, rater biases might have affected the findings of the study. Moreover, the simultaneous measurement of STARA awareness, self-efficacy, resilience and job autonomy could preclude causal inferences between these variables. The authors encourage future studies to use a more rigorous methodology to reduce rater biases and establish stronger causality between the variables.

Service firms can decrease FSEs’ STARA awareness through training in the knowledge and skills necessary to work with these technologies. To promote FSEs’ proactive service performance in this context, service firms need to involve them in decisions related to STARA adoption and allow them to craft their jobs. Service managers should provide FSEs with social support and exercise empowering and supportive leadership to help them view STARA as a challenge rather than a threat.

Distinct from prior research on STARA awareness and employee outcomes, the study identified proactive service performance as a key outcome in the STARA context. By presenting self-efficacy and resilience as crucial personal resources that buffer FSEs from the deleterious impact of STARA awareness, the study provides practitioners with insights that can help FSEs maintain their job autonomy and proactive service performance in times of digitalization and automation.

This study examines the role of meaningful work in mediating the relationship between employees’ perceptions of corporate social responsibility (CSR) and innovative behavior. This study further examines how co-worker support, both instrumental and emotional, moderates the meaningful work–innovative behavior relationship.

Utilizing survey data from 355 employees in South Korea with a two-wave longitudinal design, path modeling with the M-plus PROCESS macro was performed to analyze the mediation and second-stage moderated mediation effects.

The results showed that the relationship between employee CSR perceptions and innovative behavior was mediated by meaningful work. Co-worker instrumental support strengthened the meaningful work–innovative behavior relationship, whereas co-worker emotional support had no significant moderating effect. The three-way interaction analysis indicated that the meaningful work–innovative behavior relationship was weakest when co-worker instrumental support was low. Additionally, instrumental support by co-workers moderated the indirect effect of CSR perceptions on innovative behavior via meaningful work.

This research contributes to the literature on CSR perceptions and meaningful work. Our focus on meaningful work as a key psychological mechanism provides insights into how and why employee CSR perceptions promote desirable outcomes including innovative behavior, an underexplored yet important outcome. Furthermore, by identifying co-worker instrumental support as a significant boundary condition, this study contributes to a more nuanced understanding of the social context that promotes innovative behavior.