I examined how and why corporate social responsibility (CSR) contributes to firms’ financial performance. Extant research on the performance implication of corporate social responsibility (CSR) has mainly focused on how CSR affects the external stakeholders, yet it is relatively understudied how CSR affects the “internal” stakeholders (i.e., employees) to be translated into organizational performance. In chapter 1, I investigated the work engagement of employees as a mediator of CSR and firm’s financial performance, as well as the moderating role of strategic coherence. A 3-wave longitudinal survey data of 3,343 organizational members from 518 branches and performance records from one of the largest commercial banks were used. In chapter 2, using the 4-wave longitudinal survey data of 3,223 employees in 330 branches as well as archival data on objective performance from the bank, I examined if CSR？performance link is mediated by organizational identification (OI), and further investigate whether a leader’s internalized morality moderates this mediation. Lastly, in chapter 3, I investigated not only how individual member’s organizational trust mediates the CSR？performance linkage, but also how past organizational performance moderates the relationship between CSR and organizational trust. I utilized both a 4-wave longitudinal survey from 6000 employees of 500 branches and archival data on organizational performance indicators of the bank.
기존의 기업의 사회적 책임 연구들은 대개 기업의 사회적 책임이 외부 이해관계자들에게 어떠한 영향을 미치는지에 초점을 맞추었다. 하지만 기업의 사회적 책임 수행을 기획하고 실행하는 주체는 바로 조직 구성원들이기에, 기업의 사회적 책임에 대한 구성원들의 반응은 매우 중요하다. 본 논문에서는 기업의 사회적 책임 수행이 조직 구성원들의 직무 몰입, 조직 동일시, 조직 신뢰 등을 매개로 조직성과에 영향을 미침을 밝히고자 한다. 또한 그 과정에서 전략 적합성, 리더의 도덕성, 그리고 과거 조직성과 등이 조절 변인으로 작용함을 밝힐 것이다.
