How Co-creation Increases Employee Corporate Social Responsibility and Organizational Engagement: The Moderating Role of
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ORIGINAL PAPER
How Co-creation Increases Employee Corporate Social Responsibility and Organizational Engagement: The Moderating Role of SelfConstrual Bonnie Simpson1 · Jennifer L. Robertson1 · Katherine White2 Received: 1 October 2018 / Accepted: 28 February 2019 © Springer Nature B.V. 2019
Abstract This research merges literature from organizational behavior and marketing to garner insight into how organizations can maximize the benefits of Corporate Social Responsibility (CSR) for enhanced CSR and organizational engagement of employees. Across two field experiments, the authors demonstrate that the effectiveness of employee co-creation activities in increasing employees’ positive CSR perceptions is moderated by self-construal (i.e., whether an individual views the self as relatively independent from or interdependent with others). In particular, the positive effect of co-creation on CSR perceptions emerges only for employees with a salient interdependent self-construal (either measured as an individual difference or experimentally manipulated). Moreover, the results demonstrate that increased positive CSR perceptions then predict increased CSR engagement and organizational engagement. The research thus highlights the need to consider self-construal when trying to utilize co-creation to predict CSR engagement and organizational engagement, via CSR perceptions. Keywords Corporate social responsibility (CSR) · Co-creation · Sustainability · Engagement · Self-construal Scholarly interest in corporate social responsibility (CSR)— defined as “context-specific organizational actions and policies that take into account stakeholders’ expectations and the triple bottom line of economic, social and environmental performance” (Aguinis 2011, p. 855)—has become widespread. Until recently, the majority (i.e., 96%) of CSR research took place at the macro level of analysis, in which the organization is the unit of analysis (Aguinis and Glavas 2012); however, CSR-related studies at the individual level Bonnie Simpson and Jennifer L. Robertson contributed equally, and authorship was determined by coin toss. * Bonnie Simpson [email protected] Jennifer L. Robertson [email protected] Katherine White [email protected] 1
DAN Department of Management and Organizational Studies, Western University, London, ON N6A 5C2, Canada
Marketing and Behavioural Science, Sauder School of Business, University of British Columbia, Vancouver, BC V6T 1Z2, Canada
2
have markedly increased (Rupp and Mallory 2015). Indeed, Gond et al. (2017) highlight a “rapid expansion” (p. 225) of individual-level CSR studies, noting that in recent years several special issues were devoted to CSR at the individual level in leading organizational behavior and human resources management journals. This proliferation of CSR research situated at the individual level of analysis has resulted in a body of literature commonly referred to as micro-CSR, a field in which research is defined as “the study of effects and experiences of CSR (however
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