Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives

Firms face mounting pressure to implement organization-wide CSR initiatives in order to address social issues such as climate change, poverty alleviation, and inequality. Such efforts hinge on the engagement of employees throughout the organization. Yet, involving more employees in CSR, as well as t...

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Detalles Bibliográficos
Autores: Hahn, Tobias, Sharma, Garima, Glavas, Ante
Tipo de recurso: artículo
Fecha de publicación:2024
País:España
Institución:Varias* (Consorci de Biblioteques Universitáries de Catalunya, Centre de Serveis Científics i Acadèmics de Catalunya)
Repositorio:Recercat. Dipósit de la Recerca de Catalunya
OAI Identifier:oai:recercat.cat:20.500.14342/4959
Acceso en línea:https://hdl.handle.net/20.500.14342/4959
http://doi.org/10.1111/joms.12923
Access Level:acceso abierto
Palabra clave:CSR engagement
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spelling Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR InitiativesHahn, TobiasSharma, GarimaGlavas, AnteCSR engagementFirms face mounting pressure to implement organization-wide CSR initiatives in order to address social issues such as climate change, poverty alleviation, and inequality. Such efforts hinge on the engagement of employees throughout the organization. Yet, involving more employees in CSR, as well as the magnitude of organizational change required to address pressing social issues, are likely to trigger employee-CSR (E-CSR) tensions, i.e., tensions between employees' personal preferences for organizational CSR initiatives and their perceptions of the actual organizational CSR initiatives. While prior research on micro-CSR has identified a range of employee engagement with CSR, it does not explain employees' CSR (dis)engagement when they experience E-CSR tensions. We draw on the literature on individuals' responses to paradoxical tensions to unpack how and why employees who experience E-CSR tensions (dis)engage differently with CSR initiatives. We develop a conceptual framework around the interplay of three drivers (type of tension, cognition, and organizational situatedness) to explain the employee response to E-CSR tensions in terms of different types of (dis)engagement with CSR initiatives. We contribute to the micro-CSR literature by explaining how and why employees (dis)engage differently with CSR initiatives with which they disagree, and to the microfoundations of paradox by challenging the dominant association between both/and thinking and generative outcomes vs either/or thinking and detrimental outcomes.info:eu-repo/semantics/publishedVersionWiley-Blackwell Publishing LtdUniversitat Ramon Llull. Esade2024info:eu-repo/semantics/article29 p.https://hdl.handle.net/20.500.14342/4959http://doi.org/10.1111/joms.12923reponame:Recercat. Dipósit de la Recerca de Catalunyainstname:Varias* (Consorci de Biblioteques Universitáries de Catalunya, Centre de Serveis Científics i Acadèmics de Catalunya)InglésJournal of Management Studies© L'autor/aAttribution-NonCommercial-NoDerivatives 4.0 Internationalhttp://creativecommons.org/licenses/by-nc-nd/4.0/info:eu-repo/semantics/openAccessoai:recercat.cat:20.500.14342/49592026-05-29T05:05:01Z
dc.title.none.fl_str_mv Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives
title Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives
spellingShingle Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives
Hahn, Tobias
CSR engagement
title_short Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives
title_full Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives
title_fullStr Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives
title_full_unstemmed Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives
title_sort Employee-CSR Tensions: Drivers of Employee (Dis)Engagement with Contested CSR Initiatives
dc.creator.none.fl_str_mv Hahn, Tobias
Sharma, Garima
Glavas, Ante
author Hahn, Tobias
author_facet Hahn, Tobias
Sharma, Garima
Glavas, Ante
author_role author
author2 Sharma, Garima
Glavas, Ante
author2_role author
author
dc.contributor.none.fl_str_mv Universitat Ramon Llull. Esade
dc.subject.none.fl_str_mv CSR engagement
topic CSR engagement
description Firms face mounting pressure to implement organization-wide CSR initiatives in order to address social issues such as climate change, poverty alleviation, and inequality. Such efforts hinge on the engagement of employees throughout the organization. Yet, involving more employees in CSR, as well as the magnitude of organizational change required to address pressing social issues, are likely to trigger employee-CSR (E-CSR) tensions, i.e., tensions between employees' personal preferences for organizational CSR initiatives and their perceptions of the actual organizational CSR initiatives. While prior research on micro-CSR has identified a range of employee engagement with CSR, it does not explain employees' CSR (dis)engagement when they experience E-CSR tensions. We draw on the literature on individuals' responses to paradoxical tensions to unpack how and why employees who experience E-CSR tensions (dis)engage differently with CSR initiatives. We develop a conceptual framework around the interplay of three drivers (type of tension, cognition, and organizational situatedness) to explain the employee response to E-CSR tensions in terms of different types of (dis)engagement with CSR initiatives. We contribute to the micro-CSR literature by explaining how and why employees (dis)engage differently with CSR initiatives with which they disagree, and to the microfoundations of paradox by challenging the dominant association between both/and thinking and generative outcomes vs either/or thinking and detrimental outcomes.
publishDate 2024
dc.date.none.fl_str_mv 2024
dc.type.none.fl_str_mv info:eu-repo/semantics/article
format article
dc.identifier.none.fl_str_mv https://hdl.handle.net/20.500.14342/4959
http://doi.org/10.1111/joms.12923
url https://hdl.handle.net/20.500.14342/4959
http://doi.org/10.1111/joms.12923
dc.language.none.fl_str_mv Inglés
language_invalid_str_mv Inglés
dc.relation.none.fl_str_mv Journal of Management Studies
dc.rights.none.fl_str_mv © L'autor/a
Attribution-NonCommercial-NoDerivatives 4.0 International
http://creativecommons.org/licenses/by-nc-nd/4.0/
info:eu-repo/semantics/openAccess
rights_invalid_str_mv © L'autor/a
Attribution-NonCommercial-NoDerivatives 4.0 International
http://creativecommons.org/licenses/by-nc-nd/4.0/
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv 29 p.
dc.publisher.none.fl_str_mv Wiley-Blackwell Publishing Ltd
publisher.none.fl_str_mv Wiley-Blackwell Publishing Ltd
dc.source.none.fl_str_mv reponame:Recercat. Dipósit de la Recerca de Catalunya
instname:Varias* (Consorci de Biblioteques Universitáries de Catalunya, Centre de Serveis Científics i Acadèmics de Catalunya)
instname_str Varias* (Consorci de Biblioteques Universitáries de Catalunya, Centre de Serveis Científics i Acadèmics de Catalunya)
reponame_str Recercat. Dipósit de la Recerca de Catalunya
collection Recercat. Dipósit de la Recerca de Catalunya
repository.name.fl_str_mv
repository.mail.fl_str_mv
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