caa a22 4500 605485410 CHVBK 20210128100441.0 cr unu---uuuuu 210128e20150301xx s 000 0 eng 10.1007/s10551-014-2057-3 doi (NATIONALLICENCE)springer-10.1007/s10551-014-2057-3 Exploring Employee Engagement with (Corporate) Social Responsibility: A Social Exchange Perspective on Organisational Participation [Elektronische Daten] [R. Slack, S. Corlett, R. Morris] Corporate social responsibility (CSR) is a recognised and common part of business activity. Some of the regularly cited motives behind CSR are employee morale, recruitment and retention, with employees acknowledged as a key organisational stakeholder. Despite the significance of employees in relation to CSR, relatively few studies have examined their engagement with CSR and the impediments relevant to this engagement. This exploratory case study-based research addresses this paucity of attention, drawing on one to one interviews and observation in a large UK energy company. A diversity of engagement was found, ranging from employees who exhibited detachment from the CSR activities within the company, to those who were fully engaged with the CSR activities, and to others who were content with their own personal, but not organisational, engagement with CSR. A number of organisational context impediments, including poor communication, a perceived weak and low visibility of CSR culture, and lack of strategic alignment of CSR to business and personal objectives, served to explain this diversity of employee engagement. Social exchange theory is applied to help explore the volition that individual employees have towards their engagement with CSR activities, and to consider the implications of an implicit social, rather than explicit economic, contract between an organisation and its employees in their engagement with CSR. Springer Science+Business Media Dordrecht, 2014 Corporate social responsibility (CSR) nationallicence Employees nationallicence Engagement nationallicence Social exchange theory (SET) nationallicence Slack R. Durham University Business School, Durham University, Queen's Campus, D341B Ebsworth Building, University Boulevard, Thornaby, TS17 6BH, Stockton on Tees, UK aut Corlett S. Newcastle Business School, Northumbria University, NE1 8ST, Newcastle upon Tyne, UK aut Morris R. Newcastle Business School, Northumbria University, NE1 8ST, Newcastle upon Tyne, UK aut Journal of Business Ethics Springer Netherlands 127/3(2015-03-01), 537-548 0167-4544 127:3<537 2015 127 10551 https://doi.org/10.1007/s10551-014-2057-3 text/html Onlinezugriff via DOI BK010053 XK010053 XK010000 Metadata rights reserved Springer special CC-BY-NC licence nationallicence 1 research-article jats NATIONALLICENCE NATIONALLICENCE NL-springer NATIONALLICENCE 856 40 https://doi.org/10.1007/s10551-014-2057-3 text/html Onlinezugriff via DOI NATIONALLICENCE 700 1- Slack R. Durham University Business School, Durham University, Queen's Campus, D341B Ebsworth Building, University Boulevard, Thornaby, TS17 6BH, Stockton on Tees, UK aut NATIONALLICENCE 700 1- Corlett S. Newcastle Business School, Northumbria University, NE1 8ST, Newcastle upon Tyne, UK aut NATIONALLICENCE 700 1- Morris R. Newcastle Business School, Northumbria University, NE1 8ST, Newcastle upon Tyne, UK aut NATIONALLICENCE 773 0- Journal of Business Ethics Springer Netherlands 127/3(2015-03-01), 537-548 0167-4544 127:3<537 2015 127 10551