Employee Perceptions of Corporate Social Responsibility Activities and Work-Related Attitudes: The Case of a Greek Management Services Organization

  • Panagiotis Reklitis
  • Panagiotis Trivellas
  • Ioannis Mantzaris
  • Elisavet MantzariEmail author
  • Dimitrios Reklitis
Part of the Accounting, Finance, Sustainability, Governance & Fraud: Theory and Application book series (AFSGFTA)


This chapter investigates the effect of employees’ perceptions of corporate social responsibility (CSR) activities of their organization on work-related attitudes. Extant research on CSR and consumer perceptions neglects the core assumption of stakeholder theory that a firm’s long-term value is grounded on the knowledge, abilities, and loyalty of its employees, as well as on its relationships with customers, local community, and other stakeholders. Our field survey is focused on employees of Greek port logistics management services. Building on the argument that employees’ perceptions of CSR activities may be significantly related to workplace attitudes, behaviors, and performance, this chapter examines two CSR aspects (social and environmental) and several work-related attitudes (job performance, employee satisfaction, organizational commitment, OCBO, and OCBI). Our findings highlight that different CSR aspects exert selective direct effects on specific employees’ attitudes, while the managerial implications on firms’ accountability and transparency are also discussed. Even though the study is based on a case study of a port logistics management services organization in Greece, the organizational phenomena under investigation provide interesting evidence that can be applied to other national and organizational contexts.


CSR Social responsibility Job performance Job satisfaction Greece 


  1. Aguilera RV, Rupp DE, Williams CA, Ganapathi J (2007) Putting the s back in corporate social responsibility: a multilevel theory of social change in organizations. Acad Manag Rev 32:836–863CrossRefGoogle Scholar
  2. Aguinis H (2011) Organizational responsibility: doing good and doing well. In: Zedeck S (ed) APA handbook of industrial and organizational psychology: maintaining, expanding, and contracting the organization. American Psychological Association, Washington, DC, pp 855–879CrossRefGoogle Scholar
  3. Aguinis H, Glavas A (2012) What we know and don’t know about corporate social responsibility a review and research agenda. J Manag 38(4):932–968Google Scholar
  4. Albinger HS, Freeman SJ (2000) Corporate social performance and attractiveness as an employer to different job seeking populations. J Bus Ethics 28:243–253CrossRefGoogle Scholar
  5. Aravossis K, Panayiotou N (2008) A study on the corporate social responsibility reports of Greek companies and the use of alternative evaluation methodologies. In: Proceedings of the 2nd international conference on environmental economics and investment assessment, 28–30 May 2008, Cadiz, Spain, pp 255–262Google Scholar
  6. Bargh JA, Burrows L (1996) Automaticity of social behavior: direct effects of trait construct and stereotype activation on action. J Pers Soc Psychol 71:230–244CrossRefGoogle Scholar
  7. Becker-Olsen KL, Cudmore BA, Hill RP (2006) The impact of perceived corporate social responsibility on consumer behavior. J Bus Res 59(1):46–53CrossRefGoogle Scholar
  8. Bhattacharyya SS (2007) Development of a CSR strategy-framework. Corporate responsibility research conference. University of Leeds, UK, 15–17 July, 2007Google Scholar
  9. Bhattacharya CB, Korschun D, Sen S (2009) Strengthening stakeholder–company relationships through mutually beneficial corporate social responsibility initiatives. J Bus Ethics 85(2):257–272CrossRefGoogle Scholar
  10. Bowers MR, Martin CL, Luker A (1990) Trading places: employees as customers, customers as employees. J Serv Mark 4(2):55–69CrossRefGoogle Scholar
  11. Cable DM, Judge TA (1996) Person–organization fit, job choice decisions, and organizational entry. Organ Behav Hum Decis Process 67(3):294–311CrossRefGoogle Scholar
  12. Carroll AB, Shabana KM (2010) The business case for corporate social responsibility: a review of concepts, research and practice. Int J Manag Rev 12(1):85–105CrossRefGoogle Scholar
  13. Cialdini RB (1993) Influence: science and practice, 3rd edn. Harper Collins, New YorkGoogle Scholar
  14. Clark AE, Georgellis Y, Sanfey P (1997) Job satisfaction, wage changes and quits. Evidence from Germany. Discussion Paper No. 97/11, University of Kent, Canterbury, UKGoogle Scholar
  15. Davis K, Blomstrom RL (1975) Business and society: environment and responsibility, 3rd edn. McGraw-Hill, New YorkGoogle Scholar
  16. Eisenberger R, Huntington R, Hutchinson S, Sowa D (1986) Perceived organizational support. J Appl Psychol 71:500–507CrossRefGoogle Scholar
  17. European Parliament (2013) Report on corporate social responsibility: accountable, transparent and responsible business behavior and sustainable growth, (2012/2098(INI)). Available online at: Last accessed 6 Aug 2016
  18. Eurostat (2016) Eurostat statistics explained: unemployment statistics, Available at: Last accessed 6 Aug 2016
  19. Falkenberg J, Brunsael P (2011) Corporate social responsibility: a strategic advantage or a strategic necessity? J Bus Ethics 99(1):9–16CrossRefGoogle Scholar
  20. Flash Eurobarometer 363 (2013) How companies influence our society: citizens’ view, tns political & social, european commission, directorate-general enterprise and industry, Available online at: Last accessed 6 Aug 2016
  21. Flynn BB, Sakakibara S, Schroeder R, Bates K, Flynn J (1990) Empirical research methods in operations management. J Oper Manag 9(2):250–284CrossRefGoogle Scholar
  22. Freeman RE (1984) Strategic management: a stakeholder perspective. Pitman, BostonGoogle Scholar
  23. Giannarakis G, Litinas N (2011) Corporate social responsibility performance in the Greek telecommunication sector. Strateg Change 20(1–2):73–84CrossRefGoogle Scholar
  24. Glavas A, Kelley K (2014) The effects of perceived corporate social responsibility on employee attitudes. Bus Ethics Q 24(02):165–202CrossRefGoogle Scholar
  25. Gujarati DN (2004) Basic econometrics, 4th edn. Tata McGraw Hill Publishing Company, New Delhi, IndiaGoogle Scholar
  26. Gray R, Kouhy R, Lavers S (1995) Corporate social and environmental reporting: a review of the literature and a longitudinal study of UK disclosure. Account Audit Account J 8(2):47–77CrossRefGoogle Scholar
  27. Greene WE, Walls GD, Schrest LJ (1994) Internal marketing: the key to external marketing success. J Serv Mark 8(4):5–13CrossRefGoogle Scholar
  28. Greenwood M (2007) Stakeholder engagement: beyond the myth of corporate responsibility. J Bus Ethics 74(4):315–327CrossRefGoogle Scholar
  29. Hellenic Network for CSR (2006) Survey for CSR in SMEs. Available online at: (In Greek). Last accessed 6 Aug 2016.
  30. Kaiser HF (1960) The application of electronic computers to factor analysis. Educ Psychol Meas 20:141–151CrossRefGoogle Scholar
  31. Katz D, Kahn RL (1978) The social psychology of organizations. Wiley, New YorkGoogle Scholar
  32. Kim KJ, Park JC (2009) The effects of the perceived motivation type toward corporate social responsibility activities on customer loyalty. J Global Acad Mark Sci 19(3):5–16CrossRefGoogle Scholar
  33. Klein J, Dawar N (2004) Corporate social responsibility and consumers’ attributions and brand evaluations in a product–harm crisis. Int J Res Mark 21(3):203–217CrossRefGoogle Scholar
  34. Kotter JP (1973) The psychological contract: managing the joining-up process. Calif Manag Rev 15:91–99CrossRefGoogle Scholar
  35. Lambert SJ (2006) Both art and science: employing organizational documentation in workplace-based research. In: Pitt-Catsouphes M, Kossek EE, Sweet S (eds) The work and family handbook: multi-disciplinary perspectives, methods, and approaches. Lawrence Erlbaum Associates, Mahwah, pp 503–525Google Scholar
  36. Lee MP (2008) A review of the theories of corporate social responsibility: its evolutionary path and the road ahead. Int J Manag Rev 10:53–73CrossRefGoogle Scholar
  37. Lee EM, Park SY, Pae JH. (2008) The effect of the perceived fit between corporate and CSR activities on corporate credibility and consumer loyalty In: The mediating roles of consumer perception of CSR activities. Proceedings of the 2nd world business ethics conference. HKBU, Hong KongGoogle Scholar
  38. Lee EM, Park SY, Lee HJ (2013) Employee perception of CSR activities: its antecedents and consequences. J Bus Res 66(10):1716–1724CrossRefGoogle Scholar
  39. Lynch PD, Eisenberger R, Armeli S (1999) Perceived organizational support: inferior versus superior performance by wary employees. J Appl Psychol 84(4):467–483CrossRefGoogle Scholar
  40. Macey WH, Schneider B (2008) The meaning of employee engagement. Ind Organ Psychol 1(1):3–30CrossRefGoogle Scholar
  41. Maignan I, Ferrell OC, Hult GTM (1999) Corporate citizenship: cultural antecedents and business benefits. J Acad Mark Sci 27:455–469CrossRefGoogle Scholar
  42. Maignan I, Ferrell OC, Ferrell L (2005) A stakeholder model for implementing social responsibility in marketing. Eur J Mark 39(9/10):956–977CrossRefGoogle Scholar
  43. Mercurio ZA (2015) Affective commitment as a core essence of organizational commitment an integrative literature review. Hum Resour Dev Rev 14(4):389–414CrossRefGoogle Scholar
  44. Metaxas T, Tsavdaridou M (2012) Corporate social responsibility in Greece: a comparative analysis of the three major energy companies (case study). Manag: J Contemp Manage Issues 17(2):119–140Google Scholar
  45. Metaxas T, Tsavdaridou M (2013) Corporate social responsibility in Greece during the crisis period. J Adv Res Manag 1(IV):20–24Google Scholar
  46. Meyer JP, Allen NJ (1991) A three-component conceptualization of organizational commitment. Hum Resour Manag Rev 1:61–89CrossRefGoogle Scholar
  47. Meyer J, Allen N (1997) Commitment in the workplace: theory, research, and application. Sage Publications, Thousand OaksGoogle Scholar
  48. Meyer JP, Allen NJ, Smith CA (1993) Commitment to organizations and occupations: extension and test of a three-component conceptualization. J Appl Psychol 78(4):538–551CrossRefGoogle Scholar
  49. O’Brien D (2001) Integrating corporate social responsibility with competitive strategy. MBA Paper. J. Mack Robinson College of Business, Georgia State UniversityGoogle Scholar
  50. Pedersen ERG (2011) All animals are equal, but…: management perceptions of stakeholder relationships and societal responsibilities in multinational corporations. Bus Ethics:Eur Rev 20(2):177–191CrossRefGoogle Scholar
  51. Portney PR (2008) The (not so) new corporate social responsibility: an empirical perspective. Rev Environ Econ Policy 2(2):261–275CrossRefGoogle Scholar
  52. Rousseau DM (1995) Psychological contracts in organizations: understanding written and unwritten agreements. Sage, Newbury ParkGoogle Scholar
  53. Rousseau DM (1989) Psychological and implied contracts in organizations. Empl Responsib Rights J 2:121–139CrossRefGoogle Scholar
  54. Sen S, Bhattacharya CB (2001) Does doing good always lead to doing better? consumer reactions to corporate social responsibility. J Mark Res 38(2):225–243CrossRefGoogle Scholar
  55. Sinek S (2009) Start with why: how great leaders inspire everyone to take action. Penguin, New YorkGoogle Scholar
  56. Skouloudis A, Evangelinos K, Nikolaou I (2011) An overview of corporate social responsibility in Greece: perceptions, developments and barriers to overcome. Bus Ethics: Eur Rev 20(2):205–226CrossRefGoogle Scholar
  57. Snyder M, Swann WB (1978) Behavioral confirmation in social interaction: from social perception to social reality. J Exp Soc Psychol 14:148–162CrossRefGoogle Scholar
  58. Steurer R, Langer ME, Konrad A, Martinuzzi A (2005) Corporations, stakeholders and sustainable development I: a theoretical exploration of business-society relations. J Bus Ethics 61:263–281CrossRefGoogle Scholar
  59. Tamm K, Eamets R, Mõtsmees P (2010) Relationship between corporate social responsibility and job satisfaction: the case of Baltic countries. The university of tartu faculty of economics and business administration working paper, (76-2010)Google Scholar
  60. Turban DB, Greening DW (1997) Corporate social performance and organizational attractiveness to prospective employees. Acad Manag J 40:658–672CrossRefGoogle Scholar
  61. Turnley WH, Bolino MC, Lester SW, Bloodgood JM (2003) The impact of psychological contract fulfilment on the performance of in-role and organizational citizenship behaviors. J Manag 29(2):187–206Google Scholar
  62. Vlachos PA, Panagopoulos NG, Rapp AA (2013) Feeling good by doing good: employee CSR-induced attributions, job satisfaction, and the role of charismatic leadership. J Bus Ethics 118(3):577–588CrossRefGoogle Scholar
  63. Wheeler D, Fabig H, Boele R (2002) Paradoxes and dilemmas for stakeholder responsive firms in the extractive sector: lessons from the case of shell and the ogoni. J Bus Ethics 39(3):297–318CrossRefGoogle Scholar
  64. Wheeler D, Sillanpää M (1997) The stakeholder corporation: a blueprint for maximizing stakeholder value. Pitman, LondonGoogle Scholar
  65. Williams LJ, Anderson SE (1991) Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviours. J Manag 17(3):601–617Google Scholar
  66. Williamson D, Lynch-Wood G, Ramsay J (2006) Drivers of environmental behavior in manufacturing SMEs and the implications for CSR. J Bus Ethics 67(3):317–330CrossRefGoogle Scholar
  67. Wood DJ (1991) Corporate social performance revisited. Acad Manag Rev 16:691–718Google Scholar
  68. Wright TA, Cropanzano R (1998) Emotional exhaustion as a predictor of job performance and voluntary turnover. J Appl Psychol 83(3):486–493CrossRefGoogle Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2018

Authors and Affiliations

  • Panagiotis Reklitis
    • 1
  • Panagiotis Trivellas
    • 1
  • Ioannis Mantzaris
    • 2
  • Elisavet Mantzari
    • 3
    Email author
  • Dimitrios Reklitis
    • 4
  1. 1.TEI of Central GreeceLamiaGreece
  2. 2.TEI of Central MacedoniaSerresGreece
  3. 3.University of BirminghamBirminghamUK
  4. 4.Linnaeus UniversityVäxjöSweden

Personalised recommendations