Earticle

In recent years, there has been a notable increase in the prevalence of corporate social responsibility (CSR) activities, with a growing number of enterprises assuming this practice. However, many enterprises show inconsistent CSR behaviours with distinctions between internal and external stakeholders. Some scholars have investigated the antecedents of a firm’s CSR inconsistency behaviours from the perspectives of organisational features, external pressures and CEO characteristics. However, few studies have considered the influence of negative attainment discrepancy. Based on the behavioural theory of the firm, a firm’s previous performance influences its future strategy. If an enterprise’s performance falls below its expectation, does this phenomenon encourage the enterprise’s CSR inconsistency behaviour? Based on data from Chinese listed companies, this paper draws the following conclusions: First, negative attainment discrepancy will increase a firm’s CSR inconsistency behaviour, which means that when a firm’s performance falls below expectations, its behaviour is frequently marked by a propensity for high-risk endeavours and the pursuit of increased resources. Consequently, the firm will invest more in external social responsibility than in internal social responsibility in such a situation. Second, the impact of negative attainment discrepancy on CSR inconsistency is moderated by senior executives’ party membership identity. The sense of fairness and rules embedded inside the party members will mitigate the positive impact of negative attainment discrepancy on CSR inconsistency. Third, the impact of the negative attainment discrepancy on CSR inconsistency is moderated by the nature of the firm’s ownership. Specifically, the positive impact of negative attainment discrepancy on CSR inconsistency is weaker for state-owned enterprises (SOEs), mainly because their unique social goals and political background reduce their motivation for risky behaviours and their demands for scarce resources. This paper explores a firm’s corporate social responsibility strategy under negative attainment discrepancy from the perspective of internal and external inconsistencies. It not only contributes to the development of the behavioural theory of the firm, but also broadens research perspectives of a firm’s non-market strategy in the corporate social responsibility field.

기업의 사회적 책임(corporate social responsibility: CSR)은 전 세계적으로 관심사가 되고 있으며 기업에서는 재무적 성과를 창출 할 수 있는 경영전략이 되고 있다. 하지만, 수많은 기업들(특히 카지노기업)의 CSR 활동이 순수한 선행으로써 이루어지는 것인가에 대한 논쟁 또한 끊임없이 이루어지고 있다. 따라서 이 연구의 목적은 카지노 기업에 종사하는 직원의 관점에서, 소속된조직과 종사원 간 CSR 신념의 불일치성이 조직시민행동과 심리적 웰빙에 미치는 효과를 파악하고, 조직 동일시가 조직시민행동 및 심리적 웰빙에 미치는 영향을 분석하며, 조직동일시는 CSR 신념의 불일치성과 조직시민행동 간 관계와 CSR 신념의 불일치성과 심리적 웰빙 간 관계에서 매개체가 될 수 있는지를 고찰하는 것이다. 이 연구에서 설정한 가설을 실증적으로 조사하기위해, 현직 카지노 종사원들을 대상으로 설문지를 배포하였고, 구조방정식모형분석을 수행하여 수집된 응답 290개가 분석되었다. 자료 분석 결과, CSR 신념의 불일치성은 조직 동일시에 부정적인 영향을 미쳤고, 조직시민행동과 심리적 웰빙에는 직접적으로 유의한 영향을 미치지 않았다. 또한, 조직 동일시가 높을수록 조직시민행동과 심리적 웰빙은 향상되었다. 매개변수로써, 조직 동일시는 CSR 신념의 불일치성과 조직시민행동 간 관계뿐만 아니라, CSR 신념의 불일치성과 심리적 웰빙 간 관계에 있어서도 유의한 역할을 하였다. 이 연구의 결과를 토대로, 학문적 시사점을 제시했으며, 카지노 산업에서 인적자원관리를 위한 유용한 전략들을 제시하였다.

Corporate social responsibility(CSR) is an essential topic in modern organizations worldwide. This study aims to examine the effects of the inconsistency of CSR beliefs between organizations and their employees in the casino industry on organizational identification, organizational citizenship behavior (OCB), and employees’ psychological well-being; investigate the impact of organizational identification on OCB and psychological well-being; and whether organizational identification is a mediator of the link from inconsistency of CSR beliefs to OCB and the link from inconsistency of CSR beliefs psychological well-being. A questionnaire was distributed to casino employees to verify the conceptual model empirically, and 290 collected data were analyzed using structural equation model analysis. Analysis results revealed that inconsistency of CSR beliefs negatively affected organizational identification; however, it directly influenced neither employees’ OCB nor psychological well-being. As a mediator, organizational identification played a significant role. Specifically, it mediated the relationship between inconsistency of CSR beliefs and OCB, as well as the relationship between inconsistency of CSR beliefs and psychological well-being. Based on these research findings, we provided theoretical implications and offered practical strategies for human resource management in the casino industry.