Employee happiness and corporate social responsibility: the role of organizational culture
Internal corporate social responsibility (CSR) has become a strategic tool for the creation of value for organizations, individuals, and society. This research explores how the organizational culture influences internal CSR actions and the effect of these actions on the level of happiness of employe...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Estado: | Versión aceptada para publicación |
| Fecha de publicación: | 2021 |
| País: | España |
| Institución: | Universidad de Sevilla (US) |
| Repositorio: | idUS. Depósito de Investigación de la Universidad de Sevilla |
| OAI Identifier: | oai:dnet:idus________::d8187bf9f7e2389815f21af45ce2cae8 |
| Acceso en línea: | https://hdl.handle.net/11441/183709 https://doi.org/10.1108/ER-07-2020-0343 |
| Access Level: | acceso abierto |
| Palabra clave: | Internal CSR Organizational culture Employee happiness Institutional theory PLS |
| Sumario: | Internal corporate social responsibility (CSR) has become a strategic tool for the creation of value for organizations, individuals, and society. This research explores how the organizational culture influences internal CSR actions and the effect of these actions on the level of happiness of employees. The study adopts an employee perspective since the perception of employees is the unit of analysis. By relying on a sample of 921 workers of firms from different sectors and sizes headquartered in Spain, the empirical analysis is performed using Partial Least Squares. The findings evidence that clan and adhocracy cultures foster internal CSR practices and that internal CSR activities enhance employees´ happiness. A mediating effect of internal CSR in the relationship between organizational culture and employee happiness is found. These results suggest that managers could play a proactive role in implementing internal CSR by designing the organizational culture according to features of clan and adhocracy cultures such as flexibility, innovation, creativity, autonomy, communication, training, and support of supervisors. The materialization of these cultural features into internal CSR practices enhances employees´ happiness. The research contributes to overcoming the lack of evidence about the antecedents of internal CSR and its relationship with employees´ happiness, an emerging variable in the management literature and has implications for companies and policymakers. |
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