Organization Studies International Award for Excellence

The Organization Studies Journal Collection offers an annual award for newly published research or thinking that has been recognized to be outstanding by members of the Organization Studies Research Network.

Award Winners for Volume 24

Influence of Employees’ Perception of Corporate Social Responsibility Practices on Organizational Commitment: The Case of Moroccan Companies

This study aims to analyze the impact of employees’ perceptions of corporate social responsibility (CSR) on their organizational attitudes and behaviors. To achieve this, it adopts an instrumental perspective on CSR, aiming to measure the influence of CSR perception on employees’ organizational engagement. This approach incorporates the four dimensions of economic, legal, ethical, and philanthropic responsibilities as identified by Carroll. The primary objective is to highlight the relationship between employees’ perceptions of different dimensions of CSR and their organizational engagement, considering socially responsible human resource management (HRM) practices as an intermediate variable. The sample consists of 358 individuals from ten Moroccan companies. The data were analyzed using structural equation modeling. The empirical results underscore the direct influence of the economic and ethical responsibility dimensions on socially responsible HRM practices. Furthermore, partial mediation was observed between these two dimensions of CSR and employees’ organizational engagement in our structural model. These findings indicate that both of these forms of responsibility exert both direct and indirect influence on employees’ organizational engagement. However, the legal and philanthropic responsibility dimensions did not demonstrate a significant influence.

Past Award Winners

Volume 23

Tacit Knowledge for Building Capacity: Integrating Anti-Oppressive Strategies for Inclusive Innovation among Early-Career Social Entrepreneurs

Mary GoitomOrganizational Cultures: An International Journal, Volume 23, Issue 2, pp.79–104


Volume 22

A South African Case Study of Women in the Information Technology Sector: Challenges and Recommendations

Syson Kunda, Martina Jordaan Nalukwago, and Nita MennegaOrganizational Cultures: An International Journal, Volume 22, Issue 2, pp.27–40


Volume 21

Anti-Oppressive Practice and Early-Career Systems Leaders: How Learning and Working from an AOP Lens Supports Early-Career Systems Leaders to Integrate Equity-Focused Leadership for Social Innovation

Mary Goitom, Dominique Riviere, and Marqez Ramsay Organizational Cultures: An International Journal, Volume 22, Issue 1, pp.39–57


Volume 20

Distrust in Organization-Client Relationships in the Social Media Era

Pui Yuen Lee, Kung Wong Lau Change Management: An International Journal, Volume 20, Issue 1, pp.1–16


Volume 19

The New Story of Changing: Exploring Dichotomies in the Field of Organizational Change

Signe Bruskin Change Management: An International Journal, Volume 19, Issue 1, pp.7–16


Volume 18

The Need for Competing Commitments Research: Coping with Change in Knowledge Management

Jamie O'Brien, Change Management: An International Journal, Volume 18, Issue 1, pp.1–14


Volume 17

Institutional Guardianship: How Leaders in Nonprofit Academic Organizations Resolve Ethical Dilemmas in their Work

Barbara Hou, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 17, Issue 1, pp.1–18


Volume 16

Towards Strategically Sustaining Business Students' Careers in a Globalized Workplace: The Importance of Being Responsible and Accountable

Susan Fox-Wolfgramm, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 16, Issue 1, pp.1–14


Volume 13

Cultural Factors Affecting International Teamwork Dynamics and Effectiveness

Steven Levitt, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 13, Issue 1, pp.9–23


Volume 12

Using Knowledge Processes to Improve Performance and Promote Change: The Continuous Loop Model and Cultural Enablers

Herbert Nold, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 12, Issue 1, pp.53–70


Volume 11

Building Bridges: A Transdisciplinary Future for Knowledge Management

Rachel Jones and James Lee Corner, The International Journal of Knowledge, Culture, and Change Management, Volume 11, Issue 2, pp.19–30


Volume 10

Towards a Federated Architecture for Change Management: Lessons Learned from Quality Management and Other Management Areas

Frank Habermann, The International Journal of Knowledge, Culture, and Change Management, Volume 10, Issue 11, pp.93–106


Volume 9

Transforming the Cynic: Recommendations for Leaders Implementing Organizational Change

Tracy Freeze, The International Journal of Knowledge, Culture, and Change Management, Volume 9, Issue 2, pp.141–154


Volume 8

Building the Capacity of Learning Professionals through an Infusion of Formal and Informal Learning

Susan Bolt, The International Journal of Knowledge, Culture, and Change Management, Volume 8, Issue 4, pp.179–186