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Corporate Hypocrisy and Counterproductive Work Behavior: A Moderated Mediation Model of Organizational Identification and Perceived Importance of CSR

Author

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  • Qing Miao

    (Center of Social Welfare and Governance, Academy of Social Governance, Zhejiang University, Hangzhou 310058, China)

  • Jun Zhou

    (Center of Social Welfare and Governance, Academy of Social Governance, Zhejiang University, Hangzhou 310058, China)

Abstract
When companies say one thing and do another in a corporate social responsibility context, they run the risk of corporate hypocrisy. Apart from the negative attitudes within customers, the purpose of our study was to explore what consequence corporate hypocrisy would cause on employees. This study investigated the possible link between corporate hypocrisy and employees’ counterproductive work behaviors with a moderated mediation model. Based on social identity theory, our research found that the influence of corporate hypocrisy on organization-directed counterproductive work behaviors was partially mediated by organizational identification, while the first stage of mediation is moderated by the levels of employees’ perceived importance of corporate social responsibility. Data from 259 employees in China, collected across three time periods, suggest that corporate hypocrisy will lead to a decrease of organizational identification, triggering CWB against the company. The indirect effect of corporate hypocrisy on CWB-O via organizational identification is enhanced when employees’ perceived importance of corporate social responsibility is high. Our findings provide contributions to both corporate running and theoretical research.

Suggested Citation

  • Qing Miao & Jun Zhou, 2020. "Corporate Hypocrisy and Counterproductive Work Behavior: A Moderated Mediation Model of Organizational Identification and Perceived Importance of CSR," Sustainability, MDPI, vol. 12(5), pages 1-20, March.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:5:p:1847-:d:326764
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    References listed on IDEAS

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    Cited by:

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    2. Hua Jiang & Yang Cheng & Keonyoung Park & Wei Zhu, 2022. "Linking CSR Communication to Corporate Reputation: Understanding Hypocrisy, Employees’ Social Media Engagement and CSR-Related Work Engagement," Sustainability, MDPI, vol. 14(4), pages 1-24, February.
    3. Yi-Ping Chang & Hsiu-Hua Hu & Chih-Ming Lin, 2021. "Consistency or Hypocrisy? The Impact of Internal Corporate Social Responsibility on Employee Behavior: A Moderated Mediation Model," Sustainability, MDPI, vol. 13(17), pages 1-21, August.
    4. Zheng, Linlin & Li, Wenzhuo & Addis, Amsalu K. & Di Ye, Di & Dong, Yashi, 2022. "Impacts of Corporate Social Responsibility on Employees’ Mental Fatigue: Employees’ Ethical Perspective," MPRA Paper 114316, University Library of Munich, Germany.
    5. Jaap W. Ouwerkerk & Jos Bartels, 2022. "Is Anyone Else Feeling Completely Nonessential? Meaningful Work, Identification, Job Insecurity, and Online Organizational Behavior during a Lockdown in The Netherlands," IJERPH, MDPI, vol. 19(3), pages 1-20, January.
    6. Saheli Goswami & Gargi Bhaduri, 2023. "Communicating Moral Responsibility: Stakeholder Capitalism, Types, and Perceptions," Sustainability, MDPI, vol. 15(5), pages 1-17, March.
    7. Ziya Ete & Olga Epitropaki & Qin Zhou & Les Graham, 2022. "Leader and Organizational Behavioral Integrity and Follower Behavioral Outcomes: The Role of Identification Processes," Journal of Business Ethics, Springer, vol. 176(4), pages 741-760, April.

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