Hostname: page-component-848d4c4894-nr4z6 Total loading time: 0 Render date: 2024-04-30T14:15:29.823Z Has data issue: false hasContentIssue false

Causal Attributions and Employee Reactions to Corporate Social Responsibility

Published online by Cambridge University Press:  07 January 2015

Pavlos A. Vlachos*
Affiliation:
ALBA Graduate Business School at The American College of Greece
Olga Epitropaki
Affiliation:
ALBA Graduate Business School at The American College of Greece Aston University
Nikolaos G. Panagopoulos
Affiliation:
The University of Alabama
Adam A. Rapp
Affiliation:
The University of Alabama
*
E-mail: pvlachos@alba.edu.gr, Address: ALBA Graduate Business School at The American College of Greece, 6-8 Xenias Street, 115 28 Athens, Greece

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2013

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aguinis, H., & Glavas, A. (2013). Embedded versus peripheral corporate social responsibility: Psychological foundation. Industrial and Organizational Psychology: Perspectives on Science and Practice, 6(4), 314332.Google Scholar
Bauman, C. W., & Skitka, L. J. (2012). Corporate social responsibility as a source of employee satisfaction. Research in Organizational Behavior, 32, 6386.Google Scholar
Du, S., Bhattacharya, C. B., & Sen, S. (2007). Reaping relational rewards from corporate social responsibility: The role of competitive positioning. International Journal of Research in Marketing, 24(3), 224241.Google Scholar
Ellen, S. P., Webb, D. J., & Mohr, L. A. (2006). Building corporate associations: Consumer attributions for corporate socially responsible programs. Journal of the Academy of Marketing Science, 34(2), 147157.Google Scholar
Gilbert, D. T., & Malone, P. S. (1995). The correspondence bias. Psychological Bulletin, 117(1), 2138.Google Scholar
Kelley, H. H. (1967). Attribution theory in social psychology. In Levine, D. (Ed.), Nebraska symposium on motivation. Lincoln, NE: University of Nebraska Press.Google Scholar
Kelley, H. H. (1973). The processes of causal attribution. American Psychologist, 28, 107128.Google Scholar
Lange, D., & Washburn, N. T. (2012). Understanding attributions of corporate social irresponsibility. Academy of Management Review, 37, 300326.CrossRefGoogle Scholar
Orvis, B. R., Cunningham, J. D., & Kelley, H. H. (1975). A closer examination of causal inference: The roles of consensus, distinctiveness and consistency information. Journal of Personality and Social Psychology, 32, 605616.Google Scholar
Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Organizational Behavior, 27, 537543.Google Scholar
Rupp, D. E., Shao, R., Thornton, M. A., & Skarlicki, D. P. (in press). Applicants' and employees' reactions to corporate social responsibility: The moderating effects of first-party justice perceptions and moral identity. Personnel Psychology.Google Scholar
Vlachos, P. A., Panagopoulos, N. G., & Rapp, A. A. (in press). Feeling good by doing good: Employee CSR-induced attributions, job satisfaction, and the role of charismatic leadership. Journal of Business Ethics.Google Scholar
Vlachos, P. A., Panagopoulos, N. G., & Theotokis, A. (2010). Sales force reactions to corporate social responsibility: Attributions, outcomes, and the mediating role of organizational trust. Industrial Marketing Management, 39, 12071218.Google Scholar
Wagner, T., Lutz, R. J., & Weitz, B. A. (2009). Corporate hypocrisy: Overcoming the threat of inconsistent corporate social responsibility perceptions. Journal of Marketing, 73(6), 7791.Google Scholar