This summary is provided by the IPR Organizational Communication Research Center

Dr. Chuqing Dong, Dr. Yafei Zhang, and Dr. Song Ao investigated how an organization’s strategic communication on corporate social responsibility (CSR) can engage employees in CSR initiatives cognitively, emotionally, and behaviorally.

An online survey  of 78 MBA students at a public university in the Southwest United States was conducted in March 2020. An online survey of 548 full-time and part-time employees conducted in November 2020.

Key findings include:

1.) Employees’ perceived social norms about participating in CSR were influenced by the approval or disapproval of their managers, higher leadership, and colleagues.

2.) Employees perceived they had more control over participating in CSR when their organization provided paid time, communicated CSR better, and offered support.
— Employees perceived less control when they faced a heavy workload, conflicting schedules, or a large time commitment.

3.) Strategic CSR communication enhanced employees’ attitudes, perceived norm, and perceived behavioral control of CSR participation.

4.) Enhanced attitudes and strengthened norm of CSR participation contributed to employees’ CSR engagement cognitively, emotionally, and behaviorally.
— Perceived behavioral control of CSR participation was not associated with employees’ CSR engagement.

Find the original study here.

Heidy Modarelli handles Growth & Marketing for IPR. She has previously written for Entrepreneur, TechCrunch, The Next Web, and VentureBeat.
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