Scrooge posing as Mother Teresa: How hypocritical social responsibility strategies hurt employees and firms


Scheidler, Sabrina ; Edinger-Schons, Laura Marie ; Spanjol, Jelena ; Wieseke, Jan



DOI: https://doi.org/10.1007/s10551-018-3788-3
URL: https://link.springer.com/article/10.1007/s10551-0...
Additional URL: https://www.researchgate.net/publication/322685535...
Document Type: Article
Year of publication: 2019
The title of a journal, publication series: Journal of Business Ethics
Volume: 157
Issue number: 2
Page range: 339-358
Place of publication: Dordrecht [u.a.]
Publishing house: Springer Science + Business Media B.V.
ISSN: 0167-4544 , 1573-0697
Publication language: English
Institution: Business School > Sustainable Business (Edinger-Schons 2015-)
Subject: 330 Economics
Keywords (English): Corporate social responsibility (CSR) , Corporate hypocrisy , Inconsistent CSR strategies , Employee emotional exhaustion , Employee turnover , Social and moral identification theory
Abstract: Extant research provides compelling conceptual and empirical arguments that company-external (e.g., philanthropic) as well as company-internal (i.e., employee-directed) CSR efforts positively affect employees, but does so largely in studies assessing effects from the two CSR types independently of each other. In contrast, this paper investigates external–internal CSR jointly, examining the effects of (in)consistent external–internal CSR strategies on employee attitudes, intentions, and behaviors. The research takes a social and moral identification theory view and advances the core hypothesis that inconsistent CSR strategies, defined as favoring external over internal stakeholders, trigger employees’ perceptions of corporate hypocrisy which, in turn, lead to emotional exhaustion and turnover. In Study 1, a cross-industry employee survey (n = 3410) indicates that inconsistent CSR strategies with larger external than internal efforts increase employees’ turnover intentions via perceived corporate hypocrisy and emotional exhaustion. In Study 2, a multi-source secondary dataset (n = 1902) demonstrates that inconsistent CSR strategies increase firms’ actual employee turnover. Combined, the two studies demonstrate the importance of taking into account the interests of both external and internal stakeholders of the firm when researching and managing CSR.

Dieser Eintrag ist Teil der Universitätsbibliographie.




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Scheidler, Sabrina ; Edinger-Schons, Laura Marie ORCID: 0000-0002-8981-3379 ; Spanjol, Jelena ; Wieseke, Jan (2019) Scrooge posing as Mother Teresa: How hypocritical social responsibility strategies hurt employees and firms. Journal of Business Ethics Dordrecht [u.a.] 157 2 339-358 [Article]


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