Corporate social responsibility and individual behaviour.

Corporate social responsibility (CSR) research can help to address some of society's grand challenges (for example, climate change, energy sustainability and social inequality). Historically, CSR research has focused on organizational-level factors that address environmental and social issues and the firm's resulting financial performance, with much less focus on individual-level factors. In response to research calls to consider the individual level of analysis, we provide a narrative review to improve our understanding of the interconnections between CSR and individual behaviour. We organize existing research around three individual-level categories: CSR perceptions, CSR attitudes and CSR behaviours. We summarize research elucidating how perceptions and attitudes influence behaviours and how organization and higher-level CSR context and individual-level CSR readiness moderate perceptions-behaviours and attitudes-behaviours relationships. We offer a conceptual model that organizes the diverse, conflicting and multidisciplinary research on the CSR-individual behaviour link and that can be used to guide future research.

When Corporate Social Responsibility (CSR) Meets Organizational Psychology: New Frontiers in Micro-CSR Research, and Fulfilling a Quid Pro Quo through Multilevel Insights.

Researchers, corporate leaders, and other stakeholders have shown increasing interest in Corporate Social Responsibility (CSR)-a company's discretionary actions and policies that appear to advance societal well-being beyond its immediate financial interests and legal requirements. Spanning decades of research activity, the scholarly literature on CSR has been dominated by meso- and macro-level perspectives, such as studies within corporate strategy that examine relationships between firm-level indicators of social/environmental performance and corporate financial performance. In recent years, however, there has been an explosion of micro-oriented CSR research conducted at the individual level of analysis, especially with respect to studies on how and why job seekers and employees perceive and react to CSR practices. This micro-level focus is reflected in 12 articles published as a Research Topic collection in Frontiers in Psychology (Organizational Psychology Specialty Section) titled "CSR and organizational psychology: Quid pro quo." In the present article, the authors summarize and integrate findings from these Research Topic articles. After describing some of the "new frontiers" these articles explore and create, the authors strive to fulfill a "quid pro quo" with some of the meso- and macro-oriented CSR literatures that paved the way for micro-CSR research. Specifically, the authors draw on insights from the Research Topic articles to inform a multilevel model that offers multiple illustrations of how micro-level processes among individual stakeholders can explain variability in meso (firm)-level relationships between CSR practices and corporate performance. The authors also explore an important implication of these multilevel processes for macro-level societal impact.

Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work.

Research at the individual level of corporate social responsibility (CSR) has been growing rapidly. Yet we still lack a more complete understanding of why and how individuals (i.e., employees) are affected by CSR. This study contributes to that gap by exploring the relationship between CSR and employee engagement. Moreover, in order to address the problem of low levels of employee engagement in the workplace, CSR is proposed and tested as a pathway for engaging a significant part of the workforce. Building on engagement theory, a model is tested in which CSR enables employees to bring more of their whole selves to work, which results in employees being more engaged. Data from 15,184 employees in a large professional service firm in the USA was analyzed using structural equation modeling. Results show that authenticity (i.e., being able to show one's whole self at work) positively and significantly mediates the relationship between CSR and employee engagement. However, the other mediator tested in this study, perceived organizational support (POS; i.e., direct benefits to the employee), did not significantly mediate the relationship. In addition, results of moderated mediation suggest that when CSR is extra-role (i.e., not embedded in one's job design such as volunteering), it weakens the relationship between CSR and employee engagement. Moreover, post hoc analyses show that even when POS is controlled for, authenticity has an impact above and beyond POS on employee engagement. These results extend prior CSR literature which has often been top-down and has focused on how employees will be positively affected by what the organization can give them (e.g., POS). Rather, a bottom-up approach might reveal that the more that employees can give of their whole selves, the more engaged they might be at work.

Corporate Social Responsibility and Organizational Psychology: An Integrative Review.

The author reviews the corporate social responsibility (CSR) literature that includes the individual level of analysis (referred to as micro CSR in the article) based on 166 articles, book chapters, and books. A framework is provided that integrates organizational psychology and CSR, with the purpose of highlighting synergies in order to advance scholarship and practice in both fields. The review is structured so that first, a brief overview is provided. Second, the literatures on organizational psychology and CSR are integrated. Third, gaps are outlined illuminating opportunities for future research. Finally, a research agenda is put forward that goes beyond addressing gaps and focuses on how organizational psychology and CSR can be partners in helping move both fields forward-specifically, through a humanistic research agenda rooted in positive psychology.