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Data were analyzed via path analysis using R packages e. We also found that these effects can be further explained by increased employee-organization identification or perceived corporate ability. This study contributes to the scant research on employee outcomes and the underlying mechanisms of employee-centered CSR in China. Practically, we add empirical evidence addressing the value of internal CSR for professionals and educators.
Although recent years have seen China becoming an important context in international CSR research e. However, compared to external CSR stakeholders e. As Yin and Zhang suggested, a Chinese perspective is largely missing, despite employees are recognized as the second-largest stakeholder group to Chinese companies Tang, Given the unique cultural, political, and institutional contexts of Chinese CSR and the limited scholarly attention to the employee-centered CSR, further research is needed to fill this gap.
Past research evaluating employee-related CSR outcomes usually focused on behavioral measurements, such as organizational citizenship behavior OCB; Newman et al. In contrast, relational outcomes were less studied. However, the relationship between these two associations remains understudied. Drawing from social identity theory, social exchange theory, and existing CSR literature, this study further identified and tested mediating roles of employee-organization identity EOI and CA.
A survey was conducted in a leading electric and energy company in China. Data were collected from employees in various positions, including both managerial and frontline employees across different departments e. After data cleaning, valid responses were used to test the proposed relationships via path analysis in relevant R packages e. This study contributes to the current CSR research by addressing CSR effects from the employee perspective and adding empirical evidence from a developing country where CSR is fast growing.
