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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.
Mary GoitomOrganizational Cultures: An International Journal, Volume 23, Issue 2, pp.79–104
Syson Kunda, Martina Jordaan Nalukwago, and Nita MennegaOrganizational Cultures: An International Journal, Volume 22, Issue 2, pp.27–40
Mary Goitom, Dominique Riviere, and Marqez Ramsay Organizational Cultures: An International Journal, Volume 22, Issue 1, pp.39–57
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
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
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
Barbara Hou, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 17, Issue 1, pp.1–18
Susan Fox-Wolfgramm, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 16, Issue 1, pp.1–14
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
Herbert Nold, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 12, Issue 1, pp.53–70
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
Frank Habermann, The International Journal of Knowledge, Culture, and Change Management, Volume 10, Issue 11, pp.93–106
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
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