Review
BibTex RIS Cite
Year 2021, Volume: 6 Issue: 2, 99 - 105, 31.12.2021
https://doi.org/10.31822/jomat.2021-6-2-99

Abstract

References

  • Aguilera, R. V., Rupp, D. E., Williams, C. A., & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of Management Review, 32(3), 836-863.
  • Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932-968.
  • Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
  • Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley Boğan, E. (2020a). Sorumlu turizm. In A. Olcay (Ed.), Alternatif turizm (pp. 143-164), Gazi Kitapevi: Ankara.
  • Boğan, E. (2020b). Turizm ve ağırlama sektöründe çalışanların kurumsal sosyal sorumluluk faaliyetlerine yönelik tepkileri üzerine bibliyometrik bir çalışma. Seyahat ve Otel İşletmeciliği Dergisi, 17(1), 87-102.
  • Boğan, E., & Dedeoğlu, B. B. (2017). The effects of perceived behavioral integrity of supervisors on employee outcomes: Moderating effects of tenure. Journal of Hospitality Marketing & Management, 26(5), 511-531.
  • Boğan, E., & Dedeoğlu, B. B. (2019a). The effects of hotel employees’ CSR perceptions on trust in organization: Moderating role of employees’ self-experienced CSR perceptions. Journal of Hospitality and Tourism Insights, 2(4), 391-408.
  • Boğan, E., & Dedeoğlu, B. B. (2019b). The influence of corporate social responsibility in hospitality establishments on students’ level of commitment and intention to recommend. Journal of Hospitality, Leisure, Sport & Tourism Education, 25, 100205.
  • Boğan, E., & Dedeoğlu, B. B. (2020). How hotel employees’ perception of CSR increase organizational citizenship behavior: Mediating mechanisms of perceived external prestige and pride in organization, Corporate Social Responsibility and Environmental Management, 27(5), 2342-2353.
  • Boğan, E., & Sarıışık, M. (2020). Organization-related determinants of employees’ CSR motive attributions and affective commitment in hospitality companies. Journal of Hospitality and Tourism Management, 45, 58-66.
  • Bormann, E. G. (1996). Symbolic convergence theory and communication in group decision making. In R. Y. Hirokawa & M. S. Poole (Eds.), Communication and group decision making (2nd ed., pp. 81–113). Thousand Oaks, CA: Sage.
  • Bowen, H. P. (1953). Social responsibilities of the businessman. Harper, New York.
  • Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4(4), 497-505.
  • Carroll, A. B. (1989). Business and society: Ethics and stakeholder management. 2nd Edition, South-Western Publishing Co. USA, Ohio.
  • Carroll, A. B., & Shabana, K. M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12(1), 85-105.
  • Coles, T., Fenclova, E., & Dinan, C. (2013). Tourism and corporate social responsibility: A critical review and research agenda. Tourism Management Perspectives, 6, 122-141.
  • Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001). Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58(2), 164-209.
  • Çalışkan, O., & Ünüsan. Ç. (2011). Hotel employee perceptions of corporate social responsibility and its effects on job satisfaction and intention to stay, Anatolia: Turizm Arastirmalari Dergisi, 22(2), 154-166.
  • Dahlsrud, A. (2008). How corporate social responsibility is defined: an analysis of 37 definitions. Corporate Social Responsibility and Environmental Management, 15(1), 1-13.
  • De Grosbois, D. (2012). Corporate social responsibility reporting by the global hotel industry: Commitment, initiatives and performance. International Journal of Hospitality Management, 31(3), 896-905.
  • Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum.
  • Deckop, J. R., Cirka, C. C., & Andersson, L. M. (2003). Doing unto others: The reciprocity of helping behavior in organizations. Journal of Business Ethics, 47(2), 101-113.
  • EC (European Commission). (2001). Promoting a European framework for corporate social responsibility. Green Paper, 264 Final, Brussels, Belgium.
  • Farmaki, A. (2019). Corporate social responsibility in hotels: a stakeholder approach. International Journal of Contemporary Hospitality Management, 31, 2297-2320.
  • Faulkner, B., & Goeldner, C. R. (1998). Progress in tourism and hospitality research. Journal of Travel Research, 37(1), 76-80.
  • Frederick, W. C. (1960). The growing concern over business responsibility. California Management Review, 2(4), 54-61.
  • Freeman, E. (1984). Strategic Management: A Stakeholder Approach. Pitman Publishing, Boston.
  • Fu, H., Ye, B. H., & Law, R. (2014). You do well and I do well? The behavioral consequences of corporate social responsibility. International Journal of Hospitality Management, 40, 62-70.
  • Glavas, A. (2016). Corporate social responsibility and organizational psychology: An integrative review. Frontiers in Psychology, 7(144), 1–13.
  • Gursoy, D., Boğan, E., Dedeoğlu, B. B., & Çalışkan, C. (2019). Residents' perceptions of hotels' corporate social responsibility initiatives and its impact on residents' sentiments to community and support for additional tourism development. Journal of Hospitality and Tourism Management, 39, 117-128.
  • Gürlek, M., & Tuna, M. (2019). Corporate social responsibility and work engagement: Evidence from the hotel industry. Tourism Management Perspectives, 31, 195-208.
  • Heskett, J. L., & Schlesinger, L. A. (1994). Putting the service-profit chain to work. Harvard Business Review, 72(2), 164–174.
  • Hilton. (2021). Travel with purpose. Retrieved from https://cr.hilton.com/
  • Holcomb, J. L., Upchurch, R. S., & Okumus, F. (2007). Corporate social responsibility: what are top hotel companies reporting?. International Journal of Contemporary Hospitality Management, 19(6), 461-475.
  • Hu, B., Liu, J., & Qu, H. (2019). The employee-focused outcomes of CSR participation: The mediating role of psychological needs satisfaction. Journal of Hospitality and Tourism Management, 41, 129-137.
  • Hur, W. M., Moon, T. W., & Ko, S. H. (2018). How employees’ perceptions of CSR increase employee creativity: Mediating mechanisms of compassion at work and intrinsic motivation. Journal of Business Ethics, 153(3), 629-644.
  • Ilkhanizadeh, S., & Karatepe, O. M. (2017). An examination of the consequences of corporate social responsibility in the airline industry: Work engagement, career satisfaction, and voice behavior. Journal of Air Transport Management, 59, 8-17.
  • Inoue, Y., & Lee, S. (2011). Effects of different dimensions of corporate social responsibility on corporate financial performance in tourism-related industries. Tourism Management, 32(4), 790-804.
  • Islam, T., Ahmed, I., Ali, G., & Sadiq, T. (2016). Behavioral and psychological consequences of corporate social responsibility: need of the time. Social Responsibility Journal, 12(2), 307-320.
  • Jones, D. A. (2010). Does serving the community also serve the company? Using organizational identification and social exchange theories to understand employee responses to a volunteerism programme. Journal of Occupational and Organizational Psychology, 83(4), 857-878.
  • Kang, K. H., Lee, S., & Huh, C. (2010). Impacts of positive and negative corporate social responsibility activities on company performance in the hospitality industry. International Journal of Hospitality Management, 29(1), 72-82.
  • Karakuş, Y., Onat, G., & Yetiş, Ş. A. (2018). Yöneticilerin, Aşçıların Yetkinliklerine Yönelik Beklentilerinin Değerlendirilmesi. Journal of Tourism and Gastronomy Studies, 6(4), 299-321.
  • Kim, H. L., Rhou, Y., Uysal, M., & Kwon, N. (2017). An examination of the links between corporate social responsibility (CSR) and its internal consequences. International Journal of Hospitality Management, 61, 26-34.
  • Kim, J. S., Song, H. J., & Lee, C. K. (2016a). Effects of corporate social responsibility and internal marketing on organizational commitment and turnover intentions. International Journal of Hospitality Management, 55, 25-32.
  • Kim, S. H., Kim, M., Han, H. S., & Holland, S. (2016b). The determinants of hospitality employees’ pro-environmental behaviors: The moderating role of generational differences. International Journal of Hospitality Management, 52, 56-67.
  • Lee, C. K., Song, H. J., Lee, H. M., Lee, S., & Bernhard, B. J. (2013). The impact of CSR on casino employees’ organizational trust, job satisfaction, and customer orientation: An empirical examination of responsible gambling strategies. International Journal of Hospitality Management, 33, 406-415.
  • Lee, Y. K., Lee, K. H., & Li, D. X. (2012). The impact of CSR on relationship quality and relationship outcomes: A perspective of service employees. International Journal of Hospitality Management, 31(3), 745-756.
  • Martínez, P., Pérez, A., & Rodriguez del Bosque, I. (2013). Measuring corporate social responsibility in tourism: Development and validation of an efficient measurement scale in the hospitality industry. Journal of Travel & Tourism Marketing, 30(4), 365-385.
  • Okumus, F., Sengur, F. K., Koseoglu, M. A., & Sengur, Y. (2020). What do companies report for their corporate social responsibility practices on their corporate websites? Evidence from a global airline company. Journal of Hospitality and Tourism Technology, 11(3), 385-405.
  • Park, S. Y., & Levy, S. E. (2014). Corporate social responsibility: perspectives of hotel frontline employees. International Journal of Contemporary Hospitality Management, 26(3), 332-348.
  • Park, S. Y., Lee, C. K., & Kim, H. (2018). The influence of corporate social responsibility on travel company employees. International Journal of Contemporary Hospitality Management, 30(1), 178-196.
  • Qu, R. (2014). Market orientation and organizational performance linkage in Chinese hotels: The mediating roles of corporate social responsibility and customer satisfaction. Asia Pacific Journal of Tourism Research, 19(12), 1399-1416.
  • Rhou, Y., Singal, M., & Koh, Y. (2016). CSR and financial performance: The role of CSR awareness in the restaurant industry. International Journal of Hospitality Management, 57, 30-39.
  • Rivera, M. A., & Pizam, A. (2015). Advances in hospitality research: “from Rodney Dangerfield to Aretha Franklin”. International Journal of Contemporary Hospitality Management, 27(3), 362-378.
  • Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(4), 537-543.
  • Rynes, S. L. (1991). Recruitment, job choice, and post-hire consequences, in Dunnette, M.D. (Ed.), Handbook of Industrial and Organizational Psychology (pp. 399-444), 2nd ed., Consulting Psychologists Press, Palo Alto, CA.
  • Serra-Cantallops, A., Peña-Miranda, D. D., Ramón-Cardona, J., & Martorell-Cunill, O. (2018). Progress in research on CSR and the hotel industry (2006-2015). Cornell Hospitality Quarterly, 59(1), 15-38.
  • Song, H. J., Lee, H. M., Lee, C. K., & Song, S. J. (2015). The role of CSR and responsible gambling in casino employees' organizational commitment, job satisfaction, and customer orientation. Asia Pacific Journal of Tourism Research, 20(4), 455-471.
  • Spence, M. (2002). Signaling in retrospect and the informational structure of markets. American Economic Review, 92(3), 434–459.
  • Su, L., & Swanson, S. R. (2019). Perceived corporate social responsibility's impact on the well-being and supportive green behaviors of hotel employees: The mediating role of the employee-corporate relationship. Tourism Management, 72, 437-450.
  • Su, L., Swanson, S. R., Hsu, M., & Chen, X. (2017). How does perceived corporate social responsibility contribute to green consumer behavior of Chinese tourists. International Journal of Contemporary Hospitality Management, 29(12), 3157-3176.
  • Wong, I. A., & Gao, J. H. (2014). Exploring the direct and indirect effects of CSR on organizational commitment. International Journal of Contemporary Hospitality Management, 26(4), 500-525.
  • Youn, H., Hua, N., & Lee, S. (2015). Does size matter? Corporate social responsibility and firm performance in the restaurant industry. International Journal of Hospitality Management, 51, 127-134.
  • Youn, H., Lee, K., & Lee, S. (2018). Effects of corporate social responsibility on employees in the casino industry. Tourism Management, 68, 328-335.
  • Zientara, P., Kujawski, L., & Bohdanowicz-Godfrey, P. (2015). Corporate social responsibility and employee attitudes: evidence from a study of Polish hotel employees. Journal of Sustainable Tourism, 23(6), 859-880.

A review of prominent theories in perceived CSR-employee outcomes link in hospitality literature

Year 2021, Volume: 6 Issue: 2, 99 - 105, 31.12.2021
https://doi.org/10.31822/jomat.2021-6-2-99

Abstract

Researchers’ interests to corporate social responsibility (CSR) concept is increasing in tourism and hospitality literature. Thus far, many papers published that examined what, how and when CSR practices provide economic returns including financial performance and various stakeholders’ positive reactions. Although there are many papers related CSR-financial performance, as a critical stakeholder, employees’ reactions to CSR practices are underinvestigated. Current study seeks to extend Boğan’s (2020a) initial research by providing the key tenets of prominent theories that provide a theoretical foundation for researchers interested in investigating employees’ reactions to CSR practices in hospitality industry. These theories include social identity theory, social exchange theory, stakeholder theory, self-determination theory, justice theory and signaling theory. We explicate the underlying psychological processes in CSR-employee outcomes link by drawing arguments from these critical six theories. The study will provide some important theoretical baseline for future researchers whose research interests include perceived CSR-employee outcomes link.


plum.png

References

  • Aguilera, R. V., Rupp, D. E., Williams, C. A., & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of Management Review, 32(3), 836-863.
  • Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932-968.
  • Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
  • Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley Boğan, E. (2020a). Sorumlu turizm. In A. Olcay (Ed.), Alternatif turizm (pp. 143-164), Gazi Kitapevi: Ankara.
  • Boğan, E. (2020b). Turizm ve ağırlama sektöründe çalışanların kurumsal sosyal sorumluluk faaliyetlerine yönelik tepkileri üzerine bibliyometrik bir çalışma. Seyahat ve Otel İşletmeciliği Dergisi, 17(1), 87-102.
  • Boğan, E., & Dedeoğlu, B. B. (2017). The effects of perceived behavioral integrity of supervisors on employee outcomes: Moderating effects of tenure. Journal of Hospitality Marketing & Management, 26(5), 511-531.
  • Boğan, E., & Dedeoğlu, B. B. (2019a). The effects of hotel employees’ CSR perceptions on trust in organization: Moderating role of employees’ self-experienced CSR perceptions. Journal of Hospitality and Tourism Insights, 2(4), 391-408.
  • Boğan, E., & Dedeoğlu, B. B. (2019b). The influence of corporate social responsibility in hospitality establishments on students’ level of commitment and intention to recommend. Journal of Hospitality, Leisure, Sport & Tourism Education, 25, 100205.
  • Boğan, E., & Dedeoğlu, B. B. (2020). How hotel employees’ perception of CSR increase organizational citizenship behavior: Mediating mechanisms of perceived external prestige and pride in organization, Corporate Social Responsibility and Environmental Management, 27(5), 2342-2353.
  • Boğan, E., & Sarıışık, M. (2020). Organization-related determinants of employees’ CSR motive attributions and affective commitment in hospitality companies. Journal of Hospitality and Tourism Management, 45, 58-66.
  • Bormann, E. G. (1996). Symbolic convergence theory and communication in group decision making. In R. Y. Hirokawa & M. S. Poole (Eds.), Communication and group decision making (2nd ed., pp. 81–113). Thousand Oaks, CA: Sage.
  • Bowen, H. P. (1953). Social responsibilities of the businessman. Harper, New York.
  • Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4(4), 497-505.
  • Carroll, A. B. (1989). Business and society: Ethics and stakeholder management. 2nd Edition, South-Western Publishing Co. USA, Ohio.
  • Carroll, A. B., & Shabana, K. M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12(1), 85-105.
  • Coles, T., Fenclova, E., & Dinan, C. (2013). Tourism and corporate social responsibility: A critical review and research agenda. Tourism Management Perspectives, 6, 122-141.
  • Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001). Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58(2), 164-209.
  • Çalışkan, O., & Ünüsan. Ç. (2011). Hotel employee perceptions of corporate social responsibility and its effects on job satisfaction and intention to stay, Anatolia: Turizm Arastirmalari Dergisi, 22(2), 154-166.
  • Dahlsrud, A. (2008). How corporate social responsibility is defined: an analysis of 37 definitions. Corporate Social Responsibility and Environmental Management, 15(1), 1-13.
  • De Grosbois, D. (2012). Corporate social responsibility reporting by the global hotel industry: Commitment, initiatives and performance. International Journal of Hospitality Management, 31(3), 896-905.
  • Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum.
  • Deckop, J. R., Cirka, C. C., & Andersson, L. M. (2003). Doing unto others: The reciprocity of helping behavior in organizations. Journal of Business Ethics, 47(2), 101-113.
  • EC (European Commission). (2001). Promoting a European framework for corporate social responsibility. Green Paper, 264 Final, Brussels, Belgium.
  • Farmaki, A. (2019). Corporate social responsibility in hotels: a stakeholder approach. International Journal of Contemporary Hospitality Management, 31, 2297-2320.
  • Faulkner, B., & Goeldner, C. R. (1998). Progress in tourism and hospitality research. Journal of Travel Research, 37(1), 76-80.
  • Frederick, W. C. (1960). The growing concern over business responsibility. California Management Review, 2(4), 54-61.
  • Freeman, E. (1984). Strategic Management: A Stakeholder Approach. Pitman Publishing, Boston.
  • Fu, H., Ye, B. H., & Law, R. (2014). You do well and I do well? The behavioral consequences of corporate social responsibility. International Journal of Hospitality Management, 40, 62-70.
  • Glavas, A. (2016). Corporate social responsibility and organizational psychology: An integrative review. Frontiers in Psychology, 7(144), 1–13.
  • Gursoy, D., Boğan, E., Dedeoğlu, B. B., & Çalışkan, C. (2019). Residents' perceptions of hotels' corporate social responsibility initiatives and its impact on residents' sentiments to community and support for additional tourism development. Journal of Hospitality and Tourism Management, 39, 117-128.
  • Gürlek, M., & Tuna, M. (2019). Corporate social responsibility and work engagement: Evidence from the hotel industry. Tourism Management Perspectives, 31, 195-208.
  • Heskett, J. L., & Schlesinger, L. A. (1994). Putting the service-profit chain to work. Harvard Business Review, 72(2), 164–174.
  • Hilton. (2021). Travel with purpose. Retrieved from https://cr.hilton.com/
  • Holcomb, J. L., Upchurch, R. S., & Okumus, F. (2007). Corporate social responsibility: what are top hotel companies reporting?. International Journal of Contemporary Hospitality Management, 19(6), 461-475.
  • Hu, B., Liu, J., & Qu, H. (2019). The employee-focused outcomes of CSR participation: The mediating role of psychological needs satisfaction. Journal of Hospitality and Tourism Management, 41, 129-137.
  • Hur, W. M., Moon, T. W., & Ko, S. H. (2018). How employees’ perceptions of CSR increase employee creativity: Mediating mechanisms of compassion at work and intrinsic motivation. Journal of Business Ethics, 153(3), 629-644.
  • Ilkhanizadeh, S., & Karatepe, O. M. (2017). An examination of the consequences of corporate social responsibility in the airline industry: Work engagement, career satisfaction, and voice behavior. Journal of Air Transport Management, 59, 8-17.
  • Inoue, Y., & Lee, S. (2011). Effects of different dimensions of corporate social responsibility on corporate financial performance in tourism-related industries. Tourism Management, 32(4), 790-804.
  • Islam, T., Ahmed, I., Ali, G., & Sadiq, T. (2016). Behavioral and psychological consequences of corporate social responsibility: need of the time. Social Responsibility Journal, 12(2), 307-320.
  • Jones, D. A. (2010). Does serving the community also serve the company? Using organizational identification and social exchange theories to understand employee responses to a volunteerism programme. Journal of Occupational and Organizational Psychology, 83(4), 857-878.
  • Kang, K. H., Lee, S., & Huh, C. (2010). Impacts of positive and negative corporate social responsibility activities on company performance in the hospitality industry. International Journal of Hospitality Management, 29(1), 72-82.
  • Karakuş, Y., Onat, G., & Yetiş, Ş. A. (2018). Yöneticilerin, Aşçıların Yetkinliklerine Yönelik Beklentilerinin Değerlendirilmesi. Journal of Tourism and Gastronomy Studies, 6(4), 299-321.
  • Kim, H. L., Rhou, Y., Uysal, M., & Kwon, N. (2017). An examination of the links between corporate social responsibility (CSR) and its internal consequences. International Journal of Hospitality Management, 61, 26-34.
  • Kim, J. S., Song, H. J., & Lee, C. K. (2016a). Effects of corporate social responsibility and internal marketing on organizational commitment and turnover intentions. International Journal of Hospitality Management, 55, 25-32.
  • Kim, S. H., Kim, M., Han, H. S., & Holland, S. (2016b). The determinants of hospitality employees’ pro-environmental behaviors: The moderating role of generational differences. International Journal of Hospitality Management, 52, 56-67.
  • Lee, C. K., Song, H. J., Lee, H. M., Lee, S., & Bernhard, B. J. (2013). The impact of CSR on casino employees’ organizational trust, job satisfaction, and customer orientation: An empirical examination of responsible gambling strategies. International Journal of Hospitality Management, 33, 406-415.
  • Lee, Y. K., Lee, K. H., & Li, D. X. (2012). The impact of CSR on relationship quality and relationship outcomes: A perspective of service employees. International Journal of Hospitality Management, 31(3), 745-756.
  • Martínez, P., Pérez, A., & Rodriguez del Bosque, I. (2013). Measuring corporate social responsibility in tourism: Development and validation of an efficient measurement scale in the hospitality industry. Journal of Travel & Tourism Marketing, 30(4), 365-385.
  • Okumus, F., Sengur, F. K., Koseoglu, M. A., & Sengur, Y. (2020). What do companies report for their corporate social responsibility practices on their corporate websites? Evidence from a global airline company. Journal of Hospitality and Tourism Technology, 11(3), 385-405.
  • Park, S. Y., & Levy, S. E. (2014). Corporate social responsibility: perspectives of hotel frontline employees. International Journal of Contemporary Hospitality Management, 26(3), 332-348.
  • Park, S. Y., Lee, C. K., & Kim, H. (2018). The influence of corporate social responsibility on travel company employees. International Journal of Contemporary Hospitality Management, 30(1), 178-196.
  • Qu, R. (2014). Market orientation and organizational performance linkage in Chinese hotels: The mediating roles of corporate social responsibility and customer satisfaction. Asia Pacific Journal of Tourism Research, 19(12), 1399-1416.
  • Rhou, Y., Singal, M., & Koh, Y. (2016). CSR and financial performance: The role of CSR awareness in the restaurant industry. International Journal of Hospitality Management, 57, 30-39.
  • Rivera, M. A., & Pizam, A. (2015). Advances in hospitality research: “from Rodney Dangerfield to Aretha Franklin”. International Journal of Contemporary Hospitality Management, 27(3), 362-378.
  • Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(4), 537-543.
  • Rynes, S. L. (1991). Recruitment, job choice, and post-hire consequences, in Dunnette, M.D. (Ed.), Handbook of Industrial and Organizational Psychology (pp. 399-444), 2nd ed., Consulting Psychologists Press, Palo Alto, CA.
  • Serra-Cantallops, A., Peña-Miranda, D. D., Ramón-Cardona, J., & Martorell-Cunill, O. (2018). Progress in research on CSR and the hotel industry (2006-2015). Cornell Hospitality Quarterly, 59(1), 15-38.
  • Song, H. J., Lee, H. M., Lee, C. K., & Song, S. J. (2015). The role of CSR and responsible gambling in casino employees' organizational commitment, job satisfaction, and customer orientation. Asia Pacific Journal of Tourism Research, 20(4), 455-471.
  • Spence, M. (2002). Signaling in retrospect and the informational structure of markets. American Economic Review, 92(3), 434–459.
  • Su, L., & Swanson, S. R. (2019). Perceived corporate social responsibility's impact on the well-being and supportive green behaviors of hotel employees: The mediating role of the employee-corporate relationship. Tourism Management, 72, 437-450.
  • Su, L., Swanson, S. R., Hsu, M., & Chen, X. (2017). How does perceived corporate social responsibility contribute to green consumer behavior of Chinese tourists. International Journal of Contemporary Hospitality Management, 29(12), 3157-3176.
  • Wong, I. A., & Gao, J. H. (2014). Exploring the direct and indirect effects of CSR on organizational commitment. International Journal of Contemporary Hospitality Management, 26(4), 500-525.
  • Youn, H., Hua, N., & Lee, S. (2015). Does size matter? Corporate social responsibility and firm performance in the restaurant industry. International Journal of Hospitality Management, 51, 127-134.
  • Youn, H., Lee, K., & Lee, S. (2018). Effects of corporate social responsibility on employees in the casino industry. Tourism Management, 68, 328-335.
  • Zientara, P., Kujawski, L., & Bohdanowicz-Godfrey, P. (2015). Corporate social responsibility and employee attitudes: evidence from a study of Polish hotel employees. Journal of Sustainable Tourism, 23(6), 859-880.
There are 65 citations in total.

Details

Primary Language English
Subjects Tourism (Other)
Journal Section Review Papers
Authors

Erhan Boğan 0000-0002-8225-4666

Publication Date December 31, 2021
Published in Issue Year 2021 Volume: 6 Issue: 2

Cite

APA Boğan, E. (2021). A review of prominent theories in perceived CSR-employee outcomes link in hospitality literature. Journal of Multidisciplinary Academic Tourism, 6(2), 99-105. https://doi.org/10.31822/jomat.2021-6-2-99



88x31.png   All the contents of this journal are licensed under a Creative Commons Attribution (CC-BY) 4.0 License (From September 2022) and available as full open access.

© Copyrights of all contents published in this journal are retained by their author(s).