TY - JOUR
T1 - Employees’ voice behavior in response to corporate social irresponsibility (CSI)
T2 - The role of organizational identification, issue perceptions, and power distance culture
AU - Kim, Katie Haejung
AU - Rim, Hyejoon
N1 - Publisher Copyright:
© 2023 Elsevier Inc.
PY - 2023/11
Y1 - 2023/11
N2 - While extensive literature has examined the role of employees in corporate social responsibility (CSR), little is known about employees’ role in corporate social irresponsibility (CSI). The current study aims to examine the voice behaviors of employees generated around the issue of CSI. Two online surveys were administered to full-time employees by using two different scenarios involving CSI situations: environmental and diversity issues. The results of the study identified employees’ pre-established organizational identification as a critical cross-situational factor that influenced their CSI perceptions. In addition, employees’ situational perceptions of CSI – how they perceive CSI as a serious problem, their sense of connection to the situation, and their perceived constraints in solving the situation – played critical roles in motivating them to engage in voice behavior. Furthermore, the level of power distance culture within an organization significantly moderated the relationship between employees’ CSI perceptions and voice behavior. By incorporating organizational identification literature and public relations theory in the context of CSI communication and management, this study provides theoretical and practical implications.
AB - While extensive literature has examined the role of employees in corporate social responsibility (CSR), little is known about employees’ role in corporate social irresponsibility (CSI). The current study aims to examine the voice behaviors of employees generated around the issue of CSI. Two online surveys were administered to full-time employees by using two different scenarios involving CSI situations: environmental and diversity issues. The results of the study identified employees’ pre-established organizational identification as a critical cross-situational factor that influenced their CSI perceptions. In addition, employees’ situational perceptions of CSI – how they perceive CSI as a serious problem, their sense of connection to the situation, and their perceived constraints in solving the situation – played critical roles in motivating them to engage in voice behavior. Furthermore, the level of power distance culture within an organization significantly moderated the relationship between employees’ CSI perceptions and voice behavior. By incorporating organizational identification literature and public relations theory in the context of CSI communication and management, this study provides theoretical and practical implications.
KW - Corporate social irresponsibility (CSI)
KW - Employee voice behavior
KW - Organizational identification
KW - Power distance culture
KW - Situational theory of problem-solving
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U2 - 10.1016/j.pubrev.2023.102366
DO - 10.1016/j.pubrev.2023.102366
M3 - Article
AN - SCOPUS:85166179479
SN - 0363-8111
VL - 49
JO - Public Relations Review
JF - Public Relations Review
IS - 4
M1 - 102366
ER -