Abstract
The interconnected relationships between a business and its various stakeholders have been the beneficiaries of widespread research over the past few decades. Consequently, corporate social responsibility (CSR) and organizational justice have gained much prominence within management and organizational research. Yet, there remains less visibility into how they may interact to influence employee attitudes. Combining insights from social exchange and social identity theories, we develop and validate a mediated moderation model: organizational identification’s mediation accounts for the interactive effect of ethical CSR (i.e., perceptions of whether firms act according to the generally accepted norms, standards, and principles of society) and interactional justice (i.e., perceptions of equity in the relationship between employees and those with authority over them) on employee job satisfaction. Using structural equation modeling on a sample of 293 employees, we find support for our proposed relationships. This research contributes to the existing knowledge at the intersection of CSR and organizational justice literature and reveals useful takeaways germane to accruing ethical capital with employees.
Similar content being viewed by others
Notes
Researchers have employed two other justice dimensions operationalized as employees’ perceptions of the fairness of the outcomes (i.e., distributive justice) and of the processes leading to said outcomes (i.e., procedural justice). Although not part of our conceptualization, these two dimensions of justice are included in our analysis.
References
Aguinis, H., & Gottfredson, R. K. (2010). Best-practice recommendations for estimating interaction effects using moderated multiple regression. Journal of Organizational Behavior, 31(6), 776–786.
Ahmad, S. (2018). Can ethical leadership inhibit workplace bullying across east and west: Exploring cross-cultural interactional justice as a mediating mechanism. European Management Journal, 36(2), 223–234.
Alegre, I., Mas-Machuca, M., & Berbegal-Mirabent, J. (2016). Antecedents of employee job satisfaction: Do they matter? Journal of Business Research, 69(4), 1390–1395.
Ambrose, M. L., Schminke, M., & Mayer, D. M. (2013). Trickle-down effects of supervisor perceptions of interactional justice: A moderated mediation approach. Journal of Applied Psychology, 98(4), 678–689.
Armstrong, J. S. (2001). Evaluating forecasting methods. In J. S. Armstrong (Ed.), Principles of forecasting: A handbook for researchers and practitioners. Springer.
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20–39.
Au, A. K., & Leung, K. (2016). Differentiating the effect s of informational and interpersonal justice in co-worker interactions for task accomplishment. Applied Psychology, 65(1), 132–159.
Barnett, M. L., Henriques, I., & Husted, B. W. (2020). Beyond good intentions: Designing CSR initiatives for greater social impact. Journal of Management, 46(6), 937–964.
Bies, R. J. (2001). Interactional (in)justice: The sacred and the profane. In J. Greenberg & R. Cropanzano (Eds.), Advances in organizational justice (pp. 89–118). Stanford University Press.
Bies, R. J., & Moag, J. S. (1986). Interactional justice: communication criteria of fairness. In R. J. Lewicki, B. H. Sheppard, & M. H. Bazerman (Eds.), Research on negotiations in organizations (Vol. 1, pp. 43–55). JAI Press.
Bies, R. J., & Shapiro, D. L. (1987). Interactional fairness judgments: The influence of causal accounts. Social Justice Research, 1, 199–218.
Blau, P. M. (1964). Exchange and power in social life. Wiley.
Brewer, M. B., & Gardner, W. (1996). Who is this “we’’? Levels of collective identity and self-representations. Journal of Personality and Social Psychology, 71(1), 83–93.
Carroll, A. B. (2021). Corporate social responsibility: Perspectives on the CSR construct’s development and future. Business & Society, 60(6), 1258–1278.
Chatzopoulou, E.-C., Manolopoulos, D., & Agapitou, V. (2021). Corporate social responsibility and employee outcomes: Interrelations of external and internal orientations with job satisfaction and organizational commitment. Journal of Business Ethics, 179(3), 795–817.
Chiaburu, D. S. (2007). From interactional justice to citizen behaviors: Role enlargement or role discretion? Social Justice Research, 20(2), 207–227.
Clarke, K. A. (2005). The phantom menace: Omitted variable bias in econometric research. Conflict Management and Peace Science, 22(4), 341–352.
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in organizations. A meta-analysis. Organizational Behavior and Human Decision Process, 86(2), 278–321.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425–445.
Cropanzano, R., Goldman, B., & Folger, R. (2003). Deontic justice: The role of moral principle in workplace fairness. Journal of Organizational Behavior, 24(8), 1019–1024.
Cropanzano, R., Massoro, S., & Becker, W. J. (2017). Deontic justice and organizational neuroscience. Journal of Business Ethics, 144(4), 733–754.
Cropanzano, R., Prehar, C. A., & Chen, P. Y. (2002). Using social exchange theory to distinguish procedural from interactional justice. Group & Organization Management, 27(3), 324–351.
de Bakker, F. G. A., Matten, D., Spence, L. J., & Wickert, C. (2020). The elephant in the room: The nascent research agenda on corporations, social responsibility, and capitalism. Business & Society, 59(7), 1295–1302.
De Cremer, D., & Vandekerckhove, W. (2017). Managing unethical behavior in organizations: The need for a behavioral business ethics approach. Journal of Management & Operation, 22(3), 437–455.
De Roeck, K., El Akremi, A., & Swaen, V. (2016). Consistency matters! How and when does corporate social responsibility affect employees’ organizational identification? Journal of Management Studies, 53(1), 1141–1168.
De Roeck, K., Marique, G., Stinglhamber, F., & Swaen, V. (2014). Understanding employees’ responses to corporate social responsibility: Mediating roles of overall justice and organisational identification. The International Journal of Human Resource Management, 25(1), 91–112.
Dutton, J. E., Dukerich, J. M., & Harquail, C. V. (1994). Organizational images and member identification. Administrative Science Quarterly, 39(2), 239–263.
Edinger-Scons, L. M., Lengler-Graif, L., Scheidler, S., & Wieseke, J. (2019). Frontline employees as corporate social responsibility ambassadors: A quasi-field experiment. Journal of Business Ethics, 157(3), 1–15.
Farooq, O., Rupp, D. E., & Farooq, M. (2017). The multiple pathways through which internal and external corporate social responsibility influence organizational identification and multifoci outcomes: The moderating role of cultural and social orientations. Academy of Management Journal, 60(3), 954–985.
Folger, R. (2012). Deonance: Behavioral ethics and moral obligation. In D. De Cremer & A. E. Tenbrunsel (Eds.), Series in organization and management. Behavioral business ethics: Shaping an emerging field (pp. 123–142). Routledge.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.
Glavas, A., & Godwin, L. N. (2013). Is the perception of ‘goodness’ good enough? Exploring the relationship between perceived corporate social responsibility and employee organizational identification. Journal of Business Research, 114(1), 15–27.
Ghosh, K. (2018). How and when do employees identify with their organization? Perceived CSR, first-party (in)justice, and organizational (mis)trust at workplace. Personnel Review, 47(5), 1152–1171.
Gond, J., El Akremi, A., Swaen, V., & Babu, N. (2017). The psychological micro-foundations of corporate social responsibility: A person centric systematic review. Journal of Organizational Behavior, 38(2), 183–211.
Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161–178.
Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied Psychology, 60(2), 159–170.
Harrison, J. S., Phillips, R. A., & Freeman, R. E. (2020). On the 2019 business roundtable ‘statement on the purpose of a corporation.’ Journal of Management, 46(7), 1223–1237.
Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford Press.
Jansen, P. (1982). Measuring homogeneity by means of Loevinger’s coefficient H: A critical discussion. Psychologische Beiträge, 24, 96–105.
Joo, Y. R., Moon, H. K., & Choi, B. K. (2016). A moderated mediation model of CSR and organizational attractiveness among job applicants: Roles of perceived overall justice and attributed motives. Management Decision, 54(6), 1269–1293.
Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personability and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87(3), 530–541.
Jung, H.-J., & Ali, M. (2017). Corporate social responsibility, organizational justice and positive employee attitudes: In the context of Korean employment relations. Sustainability, 9(11), 1992.
Kim, J., Millman, J. F., & Lucas, A. F. (2021). Effects of CSR on affective organizational commitment via organizational justice and organization-based self-esteem. International Journal of Hospitality Management, 92, 102691.
Lee, E. S., Park, T. Y., & Koo, B. (2015). Identifying organizational identification as a basis for attitudes and behaviors: A meta-analytic review. Psychological Bulletin, 141(5), 1049–1080.
Lichtenstein, D. R., Drumwright, M. E., & Braig, B. M. (2004). The effect of corporate social responsibility on customer donations to corporate-supported nonprofits. Journal of Marketing, 68(4), 16–32.
Lind, E. A. (2001). Fairness heuristic theory: Justice judgments as pivotal cognitions in organizational relations. In J. Greenberg & R. Cropanzano (Eds.), Advances in organizational justice (pp. 56–88). Stanford University Press.
Lindell, M. K., & Whitney, D. J. (2001). Accounting for common method variance in cross-sectional research designs. Journal of Applied Psychology, 86(1), 114–121.
Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Rand McNally.
Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103–123.
Muller, D., Judd, C. M., & Yzerbyt, V. Y. (2005). When moderation is mediated and mediation is moderated. Journal of Personality and Social Psychology, 89(6), 852–863.
Murshed, F., Sen, S., Savitskie, K., & Xu, H. (2012). CSR and job satisfaction: Role of CSR importance to employee and procedural justice. Journal of Marketing Theory and Practice, 29(4), 518–533.
Muthén, L. K., & Muthén, B. (2011). Mplus user’s guide. Muthén & Muthén.
O’Reilly, J., Aquino, K., & Skarlicki, D. (2016). The lives of others: Third parties’ responses to others’ injustice. Journal of Applied Psychology, 101(2), 171–189.
Olkkonen, M. E., & Lipponen, J. (2006). Relationships between organizational justice, identification with the organization and the work-unit, and group-related outcomes. Organizational Behavior and Human Decision Processes, 100(2), 202–215.
Patient, D. L., & Skarlicki, D. P. (2010). Increasing interpersonal and informational justice when communicating negative news: The role of the manager’s emphatic concern and moral development. Journal of Management, 36(2), 55–78.
Peterson, D. K. (2004). The relationship between perceptions of corporate citizenship and organizational commitment. Business & Society, 43(3), 296–319.
Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendation on how to control it. Annual Review of Psychology, 65(5), 879–903.
Porter, M. E., & Kramer, M. R. (2011). The big idea: Creating shared value. How to reinvent capitalism- and unleash a wave of innovation and growth. Harvard Business Review, 89(1–2), 62–77.
Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891.
Rupp, D. E., Ganapathi, J., Aguilera, R. V., & William, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Journal of Organizational Behavior, 27(4), 537–543.
Rupp, D. E., Shao, R., Thornton, M. A., & Skarlicki, D. P. (2013). Applicants’ and employees’ reactions to corporate social responsibility: The moderating effects of first-party justice perceptions and moral identity. Personal Psychology, 66(4), 895–933.
Rupp, D. E., Wright, P. M., Aryee, S., & Luo, Y. (2015). Organizational justice, behavioral ethics, and corporate social responsibility: Finally the three shall merge. Management and Organization Review, 11(1), 15–24.
Schwartz, M. S., & Carroll, A. B. (2003). Corporate social responsibility: A three-domain approach. Business Ethics Quarterly, 13(4), 503–530.
Siemsen, E., Roth, A., & Oliveira, P. (2010). Common method bias in regression models with linear, quadratic, and interaction effects. Organizational Research Methods, 13(3), 456–476.
Slack, R. E., Corlett, S., & Morris, R. (2015). Exploring employee engagement with (corporate) social responsibility: A social exchange perspective on organizational participation. Journal of Business Ethics, 127(3), 537–548.
Spiller, S. A., Fitzsimons, G. J., Lynch, J. G., Jr., & McClelland, G. H. (2013). Spotlights, floodlights, and magic number zero, Simple effects tests in moderated regression. Journal of Marketing Research, 50(2), 277–288.
Starbucks, (2022). Retrieved from https://starbucks.com/about-us/company-information.
Tajfel, H., & Turner, J. C. (1979). An integrative theory of inter-group conflict. In W. G. Austin & S. Worchel (Eds.), The social psychology of inter-group relations. Brooks/Cole.
Tax, S. S., Brown, S. W., & Chandrashekaran, M. (1998). Customer evaluations of service complaint experiences: Implications for relationship marketing. Journal of Marketing, 62(2), 60–76.
Thornton, M. A., & Rupp, D. E. (2016). The joint effect of justice climate, group moral identity, and corporate social responsibility on the prosocial and deviant behaviors of groups. Journal of Business Ethics, 137(4), 677–697.
Tziner, A., Oren, L., Bar, Y., & Kadosh, G. (2011). Corporate social responsibility, organizational justice and job satisfaction: How do they interrelate, if at all? Journal of Work and Organizational Psychology, 27(1), 67–72.
van Dick, R., Crawshaw, J. R., Karpf, S., Schuh, S. C., & Zhang, X. (2020). Identity, importance, and their roles in how corporate social responsibility affects workplace attitudes and behavior. Journal of Business and Psychology, 35(2), 159–169.
van Dick, R., van Knippenberg, D., Kerschreiter, R., Hertel, G., & Wieseke, J. (2008). Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior. Journal of Vocational Behavior, 72(3), 388–399.
van Knippenberg, D., & Sleebos, E. (2006). Organizational identification versus organizational commitment: Self-definition, social exchange, and job attitudes. Journal of Organizational Behavior, 27(5), 571–584.
Vendenberg, R. J., & Lance, Ch. E. (1992). Examining the causal order of job satisfaction and organizational commitment. Journal of Management, 18(1), 153–167.
Vogel, D. J. (2005). Is there a market for virtue? The business case for corporate social responsibility. California Management Review, 47(4), 19–45.
Whetten, D. A. (2006). Albert and Whetten revisited: Strengthening the concept of organizational identity. Journal of Management Inquiry, 15(3), 219–274.
Yakovleva, N., & Vazquez-Brust, D. (2012). Stakeholder perspective on CSR of mining in Argentina. Journal of Business Ethics, 106(2), 191–211.
Zheng, L. (2020). We’re entering the age of corporate social justice. In Harvard Business Review, June 15, 2020.
Acknowledgements
Authors wish to thank Herman Aguinis, Frederik Beuk, Joan Carlini, Lawrence Feick, Ravi Madhavan, Neil Morgan, Corinne Post, John Prescott, and Niels van de Ven for their insightful comments on an earlier draft of this article.
Author information
Authors and Affiliations
Corresponding author
Ethics declarations
Conflict of interest
Authors declare that they have no potential conflict of interest.
Human or Animals Rights
All procedures performed in this study were in accordance with the ethical standard of institutional research committee.
Informed Consent
Informed consent was obtained from all individual participants included in this study.
Additional information
Publisher's Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Appendix
Appendix
The two equations estimated:
-
(1)
The moderation of the effect of interactional justice on the mediator organizational identity:
-
(2)
The moderation of the effect of the mediator organizational identification and the moderation of the residual treatment effect of interactional justice on job satisfaction:
$$\begin{aligned} {\text{Job}}\_{\text{satisfaction}}_{i} = & \, \theta_{0} + \theta_{1} {\text{Interactional}}\_{\text{justice}}_{i} + \theta_{2} {\text{Ethical}}\_{\text{CSR}}_{i} \\ & + \;\theta_{3} {\text{Interactional}}\_{\text{justice}}*{\text{Ethical}}\_{\text{CSR}}_{i} + \theta_{4} {\text{Org}}\_{\text{identification}} \\ & + \;\theta_{5} {\text{Org}}\_{\text{identification}}*{\text{Ethical}}\_{\text{CSR}} + \theta_{6} {\text{Distributive}}\_{\text{justice}}_{i} \\ & + \;\theta_{7} {\text{Procedural}}\_{\text{justice}}_{i} + \theta_{8} {\text{Gender}}_{i} + \theta_{9} {\text{Age}}_{i} + \theta_{10} {\text{Firm}}\_{\text{age}}_{i} \\ & + \;\theta_{11} {\text{Work}}\_{\text{tenure}}_{i} + \;\theta_{12} {\text{Position}}\_{\text{tenure}}_{i} + \theta_{13} {\text{Employees}}_{i} \\ & + \;\theta_{14} {\text{Education}}_{i} + + \theta_{15} {\text{Firm}}\_{\text{revenue}}_{i} + \theta_{16} {\text{Job}}\;{\text{title}}_{i} + \lambda_{i} \\ \end{aligned}$$where i refers to the individual, εi, ξi and λi are the error term. The remaining independent variables were described in the previous subsection.
Rights and permissions
Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.
About this article
Cite this article
Murshed, F., Cao, Z., Savitskie, K. et al. Ethical CSR, Organizational Identification, and Job Satisfaction: Mediated Moderated Role of Interactional Justice. Soc Just Res 36, 75–102 (2023). https://doi.org/10.1007/s11211-022-00403-5
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s11211-022-00403-5