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Beyond Association: How Employees Want to Participate in Their Firms' Corporate Social Performance
Author(s) -
Hagenbuch David J.,
Little Steven W.,
Lucas Doyle J.
Publication year - 2015
Publication title -
business and society review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 21
eISSN - 1467-8594
pISSN - 0045-3609
DOI - 10.1111/basr.12049
Subject(s) - attractiveness , attraction , corporate social responsibility , donation , business , association (psychology) , public relations , empirical research , marketing , psychology , economics , political science , linguistics , philosophy , epistemology , psychoanalysis , psychotherapist , economic growth
Although many studies have found a positive relationship between corporate social performance and employer attractiveness, few have examined how different forms of responsibility might mediate that attraction, particularly when those social practices afford different degrees of employee participation. The current study undertook this line of inquiry by examining prospective employees’ attraction to three common approaches to corporate social performance (CSP) that offer increasing levels of participation: donation, volunteerism, and operational integration. Unexpectedly, findings from an empirical investigation challenged the study's main hypothesis; that is, prospective employees were least attracted to firms that integrated their social and financial goals. Consequently, important implications and questions remain for both employers and business educators.