The Complementary Role of Organizational Culture in the Effect of Different Factors on Employee's Corporate Social Responsibility in Pakistan

Drawing from examination, we speculated that apparent CSR identifies with feelings (authoritative pride), work mentalities (organizational/hierarchical embeddedness), work practices (diminished turnover, and in-role performance), and well-being. We also explored the complementary effect of four types of organizational culture (Adhocracy, Clan, Hierarchy, and market), on these relationships. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 313 respondents and analyzed using confirmatory factor analysis and structured equation modeling. The result suggested that Organizational Embeddedness and Well-Being seem to have a significant positive effect on employees' CSR, whereas Adhocracy and Clan culture also seems to increase employees' CSR initiatives. However, the moderator role of organizational culture in CSR remained inconclusive. Following (K. S. Cameron & Quinn, 2011) four major cultural typologies (Hierarchy, Market, Clan, and Adhocracy Cultures), this paper builds up a model that posits these four cultural values as drivers of an employee's CSR