Perceived Corporate Social Responsibil-ity (CSR) – Antecedents and Conse-quences of employee behaviour

dc.contributor.advisorWierenga, M.
dc.contributor.authorVen, van der , Fin
dc.date.issued2023-07-04
dc.description.abstractThis thesis investigated the antecedents and consequences of employee perception of CSR activities. The antecedents included perceived fit between organisational culture and CSR activities and perceived CSR capability. The consequences included employee attachment and perceived organisational performance. This thesis found that perceived CSR capability strongly affects employee perception of CSR. This entails that individual employees who view their organisation capable of designing and implementing sound CSR policies, are more likely to have more positive view of those CSR activities. This, in turn, influences em-ployee attachment as employees who perceive their organisation’s CSR policies positively, are more likely to feel attached to the organisation. When employees feel more attached to their organisation, they also perceive their organisation performing more strongly. This the-sis, however, did not find support for a relationship between perceived fit between organisa-tional culture and CSR activities with employee perception of CSR activities. Similarly, this thesis did not find support for a direct relationship between employee perception of CSR activities and perceived organisational performance. This thesis has contributed to the IB literature by showing that employee perception of CSR activities is influenced, to some ex-tent, by the aforementioned antecedents and consequences within MNEs. It has also shed new light on the relationship between employee perception of CSR activities and perceived organisation performance. Although, no direct link was found between the two, it seems that perceived organisational performance is mediated through employee attachment which sheds new light on the relationship. Second, it has advanced the understanding of employee perspectives regarding CSR activities. Third, it has shown that previous empirical work on the subject of employee perception of CSR activities, also holds true for MNEs. Finally, the key takeaway for managers is to understand the importance of the perception of CSR activi-ties by employees as these influence their attachment to the organisation and the organisa-tion’s success.
dc.identifier.urihttps://theses.ubn.ru.nl/handle/123456789/16519
dc.language.isoen
dc.thesis.facultyFaculteit der Managementwetenschappen
dc.thesis.specialisationspecialisations::Faculteit der Managementwetenschappen::Master Business Administration::International Business
dc.thesis.studyprogrammestudyprogrammes::Faculteit der Managementwetenschappen::Master Business Administration
dc.thesis.typeMaster
dc.titlePerceived Corporate Social Responsibil-ity (CSR) – Antecedents and Conse-quences of employee behaviour
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