Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction
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ORIGINAL PAPER
Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction Steven A. Brieger1,2 · Stefan Anderer3,4 · Andreas Fröhlich3 · Anne Bäro3 · Timo Meynhardt2,3 Received: 25 May 2018 / Accepted: 28 February 2019 © The Author(s) 2019
Abstract Recent research highlights the positive effects of organizational CSR engagement on employee outcomes, such as job and life satisfaction, performance, and trust. We argue that the current debate fails to recognize the potential risks associated with CSR. In this study, we focus on the risk of work addiction. We hypothesize that CSR has per se a positive effect on employees and can be classified as a resource. However, we also suggest the existence of an array of unintended negative effects of CSR. Since CSR positively influences an employee’s organizational identification, as well as his or her perception of engaging in meaningful work, which in turn motivates them to work harder while neglecting other spheres of their lives such as private relationships or health, CSR indirectly increases work addiction. Accordingly, organizational identification and work meaningfulness both act as buffering variables in the relationship, thus suppressing the negative effect of CSR on work addiction, which weakens the positive role of CSR in the workplace. Drawing on a sample of 565 Swiss employees taken from the 2017 Swiss Public Value Atlas dataset, our results provide support for our rationale. Our results also provide evidence that the positive indirect effects of organizational CSR engagement on work addiction, via organizational identification and work meaningfulness, become even stronger when employees care for the welfare of the wider public (i.e., the community, nation, or world). Implications for research and practice are discussed. Keywords Corporate social responsibility (CSR) · Public value · Work addiction · Organizational identification · Social identity theory · Social exchange theory
Introduction * Steven A. Brieger [email protected] Stefan Anderer [email protected] Andreas Fröhlich [email protected] Anne Bäro [email protected] Timo Meynhardt [email protected] 1
University of Sussex Business School, University of Sussex, Brighton, UK
2
Center for Leadership and Values in Society, University of St.Gallen, St.Gallen, Switzerland
3
Dr. Arend Oetker Chair of Business Psychology and Leadership, HHL Leipzig Graduate School of Management, Leipzig, Germany
4
Center for Advanced Studies in Management, HHL Leipzig Graduate School of Management, Leipzig, Germany
Corporate social responsibility (CSR)—a concept whereby organizations “integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis” (European Commission 2001)—is receiving increased attention in practice. A growing number of organizations integrate social and environmental concerns into their operations, thereby aiming to contribute to the welfare of various stakeholders
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