Authors:

• Mengyun Zhang, Rennes School of Business
• Matej Černe, University of Ljubljani, School of Economics and Business
• Saleh Samimi Dehkordi, University of Trieste, DEAMS ‘Bruno de Finetti’
• Laurent Scaringella, Rennes School of Business
• Morgane Scaringella, Excelia Business School, CERIIM

Keywords:

CSR | distributive justice | employees | organizational identification | overall justice | working attitudes

Abstract

Existing research shows that corporate social responsibility (CSR) benefits firms in terms of return on investment, customer satisfaction, and reputation; however, limited attention is given to employees as internal stakeholders. Drawing on Stakeholder Theory, Social Exchange Theory, and Social Identity Theory, this study investigates how CSR perceptions influence job satisfaction and organizational commitment. Using survey data from 385 valid employee responses collected across CSR-engaged organizations, we find that CSR is indirectly related to job satisfaction and organizational commitment through both organizational identification and overall justice.

In addition, distributive justice strengthens the indirect relationship between CSR and job satisfaction via overall justice, indicating that the fairness signal conveyed by CSR is more consequential when employees also perceive outcome allocations as fair. By integrating exchange and identity perspectives, this study advances CSR research by connecting organizational and psychological levels. Moreover, it offers practical implications for HR policies that align CSR initiatives with employee well-being rather than shifting costs onto staff.

The Sustainable Development Goals (SDGs) addressed in the article are:

• SDG 8 – Decent Work and Economic Growth
• SDG 9 – Industry, Innovation and Infrastructure
• SDG 17 – Partnerships for the Goals

The article is published in:
Corporate social-responsibility and environmental management (Wiley)

The content is freely accessible at:

Corporate social responsibility as a stakeholder signal: fairness and belonging as pathways to job satisfaction and commitment