Title
Beyond association: How employees want to participate in their firms' corporate social performance
Document Type
Article
Publication Date
1-1-2015
Abstract
© 2015 Center for Business Ethics at Bentley University. Although many studies have found a positive relationship between corporate social performance and employer attractiveness, few have examined how different forms of responsibility might mediate that attraction, particularly when those social practices afford different degrees of employee participation. The current study undertook this line of inquiry by examining prospective employees' attraction to three common approaches to corporate social performance (CSP) that offer increasing levels of participation: donation, volunteerism, and operational integration. Unexpectedly, findings from an empirical investigation challenged the study's main hypothesis; that is, prospective employees were least attracted to firms that integrated their social and financial goals. Consequently, important implications and questions remain for both employers and business educators.
Recommended Citation
Hagenbuch, David J.; Little, Steven W.; and Lucas, Doyle J., "Beyond association: How employees want to participate in their firms' corporate social performance" (2015). Business Educator Scholarship. 24.
https://mosaic.messiah.edu/bus_ed/24
Comments
Originally published as:
Hagenbuch, D. J., Little, S. W., & Lucas, D. J. (2015). Beyond association: How employees want to participate in their firms’ corporate social performance: business and society review. Business and Society Review, 120(1), 83–113. https://doi.org/10.1111/basr.12049