مسئولیت اجتماعی شرکتی و مطالبات کارمند: دیدگاه نفوذ اجتماعی Corporate social responsibility and employee’s desire: a social influence perspective

Introduction In this modern era, the organizations are not only expected to develop the global economy but also to contribute to the reconciliation of ecological, economic, and social dimensions (Pajo & Lee, 2011). Gradually, corporate social responsibility (CSR) is becoming essential for a corporation’s strategy as it is a way through which a firm can build shared value in local communities (Kramer & Porter, 2011; Visser, 2011). CSR is ‘context-specific organizational actions and policies that consider the stakeholders’ expectations and the triple bottom line of economic, social, and environmental performance’ (Aguinis, 2011, p. 855). Organizations are recognizing that goals and values of CSR are essential to be pervasive in all business units and processes. A visible transition in CSR literature from the macro level to micro level has been evident during the last decade. The macro level of CSR is concerned with the institutional and organizational level (e.g. external stakeholders, financial performance), while the micro level deals with the individuals (internal stakeholders) (Aguinis & Glavas, 2012). Employees (at a micro level) are one of the most important internal stakeholders and also the source of sustained competitive advantage (Wright, McMahan, & McWilliams, 1994). For the organizations that want to gain a competitive edge, it is necessary to invest in the activities like CSR that motivate their employees (Gond, El Akremi, Swaen, & Babu, 2017). This study examines the link between CSR and the growth of appropriate desire for socially responsible employees. Past research shows a positive correlation between CSR and workforce outcomes (De Roeck, El Akremi, & Swaen, 2016; Hameed, Riaz, Arain, & Farooq, 2016). Most of CSR and organizational behavior literature focuses on employees’ behaviors ignoring the employee’s psychological state, e.g. emotions and desires. Employees’ emotions and desires could work as underlying mechanisms that result in action behaviors (e.g. performance, organizational citizenship behavior, turnover). Desire reflects the intense feelings that need to be converted into actions. The study of the desire is critical in moving this field onward as it could provide a psychological explanation on which the model of CSR and employees’ outcomes can be built.