Employee perception of CSR activities: Its antecedents and consequences

Abstract

Previous research on corporate social responsibility (CSR) investigates customers' perceptions; however, employees' view of CSR remains largely unexplored. Corporate culture and its capabilities become resources for the competitive advantage and employee perceptions of CSR activities play an important role in employee attachment to their company as well as corporate performance. Therefore, this study examines how the perceived cultural fit and CSR capability influence employee attachment and performance through the mediating variables of their perceptions of CSR activities. The empirical findings suggest that perceived cultural fit and CSR capability significantly affect CSR perception and, consequently, employee attachment and performance. The results offer important implications for marketing theory and practice. © 2012 Elsevier Inc.