Successfully managing employees' corporate social performance (CSP) perceptions requires insights into their antecedents. However, not much is currently known on the subject. We contribute to the micro-level corporate social responsibility (CSR) literature in two ways: (a) we investigate the...

Corporate social responsibility (CSR) is gaining momentum among researchers and practitioners. In spite of this extensive interest, systematic research regarding the effects of CSR on other stakeholder groups, besides consumers, remains sparse. Based on a field study in a global Fortune 500...

We extend Aguinis and Glavas' (2013) work by focusing on the underlying mechanisms that drive employees' reactions to embedded and peripheral CSR. We draw from attribution theory, and specifically utilize Kelley's (1967) covariation model to explore employee causal reasoning towards the firm's...

Do employee judgments of their organization’s Corporate Social Responsibility (CSR) programs relate to CSR-specific performance and in-role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these...