Journal of Business Ethics

, Volume 102, Issue 1, pp 29–45

Corporate Social Responsibility and the Benefits of Employee Trust: A Cross-Disciplinary Perspective

  • S. Duane Hansen
  • Benjamin B. Dunford
  • Alan D. Boss
  • R. Wayne Boss
  • Ingo Angermeier

DOI: 10.1007/s10551-011-0903-0

Cite this article as:
Hansen, S.D., Dunford, B.B., Boss, A.D. et al. J Bus Ethics (2011) 102: 29. doi:10.1007/s10551-011-0903-0


Research on corporate social responsibility (CSR) has tended to focus on external stakeholders and outcomes, revealing little about internal effects that might also help explain CSR-firm performance linkages and the impact that corporate marketing strategies can have on internal stakeholders such as employees. The two studies (N = 1,116 and N = 2,422) presented in this article draw on theory from both corporate marketing and organizational behavior (OB) disciplines to test the general proposition that employee trust partially mediates the relationship between CSR and employee attitudinal and behavioral outcomes. Both studies provide evidence in support of these general relationships. Theoretical and practical implications of these findings are discussed in the context of CSR and corporate marketing research.


Corporate marketing Corporate social responsibility Employee attitudes Employee trust Ethical corporate marketing Organizational behavior 

Copyright information

© Springer Science+Business Media B.V. 2011

Authors and Affiliations

  • S. Duane Hansen
    • 1
  • Benjamin B. Dunford
    • 2
  • Alan D. Boss
    • 3
  • R. Wayne Boss
    • 4
  • Ingo Angermeier
    • 5
  1. 1.College of BusinessCentral Washington UniversityEllensburgUSA
  2. 2.Krannert School of ManagementPurdue UniversityWest LafayetteUSA
  3. 3.Business ProgramUniversity of Washington BothellBothellUSA
  4. 4.Leeds School of BusinessUniversity of Colorado at BoulderBoulderUSA
  5. 5.Spartanburg Regional Healthcare SystemSpartanburgUSA

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