Corporate social responsibility and employee citizenship behavior: The distinct moderating role of responsible leadership
Main Article Content
Abstract
This study investigates the effect of perceived corporate social responsibility (CSR) on employees’ organizational citizenship behavior and explores the moderating role of responsible leadership in the context of the luxury hotel industry in Vietnam. A quantitative research design was employed using p˙artial least squares structural equation modeling (PLS-SEM). Data were collected from 553 employees working in 21 five-star hotels in Vietnam. The results reveal that perceived corporate social responsibility positively influences both dimensions of organizational citizenship behavior: individual-directed (OCB_I) and organization-directed (OCB_O). However, perceived corporate social responsibility exerts a significantly stronger impact on OCB_O than on OCB_I. Moreover, responsible leadership demonstrates a selective moderating effect: it significantly strengthens the relationship between corporate social responsibility and OCB_O, while showing no significant influence on the corporate social responsibility - OCB_I link. The study contributes to the literature by simultaneously examining two distinct dimensions of organizational citizenship behavior, identifying the selective moderating role of responsible leadership, and extending corporate social responsibility- organizational citizenship behavior research to an emerging Asian context. These findings enrich the understanding of how corporate social responsibility perceptions translate into different forms of employee extra-role behaviors and highlight the contextual importance of leadership in the social exchange process. From this results, management implications have been proposed to effectively promote the hotel's corporate social responsibility policy and human resource management.
Keywords
Corporate social responsibility; Hotels; Organizational citizenship behavior; Responsible leadership; Social exchange theory
Article Details
Field of Economic (JEL Codes)
J53 - Labor–Management Relations • Industrial Jurisprudence - Labor–Management Relations, Trade Unions, and Collective Bargaining, L83 - Sports • Gambling • Restaurants • Recreation • Tourism - Industry Studies: Services, M14 - Corporate Culture • Diversity • Social Responsibility - Business Administration
References
Aquino, K., & Reed II, A. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83(6), 1423.
Blau, P. M. (1964). Justice in Social Exchange. Sociological Inquiry, 34(2), 193. https://doi.org/10.1111/J.1475-682X.1964.TB00583.X
Bogan, E., & Dedeoglu, B. B. (2020). Hotel employees’ corporate social responsibility perception and organizational citizenship behavior: Perceived external prestige and pride in organization as serial mediators. Corporate Social Responsibility and Environmental Management, 27(5), 2342–2353. https://doi.org/10.1002/csr.1996
Boğan, E., & Sarıışık, M. (2020). Organization-related determinants of employees’ corporate social responsibility motive attributions and affective commitment in hospitality companies. Journal of Hospitality and Tourism Management, 45(July), 58–66. https://doi.org/10.1016/j.jhtm.2020.07.004
Bouichou, S. I., Wang, L., & Feroz, H. M. B. (2022). How corporate social responsibility perceptions affect employees’ positive behavior in the hospitality industry: Moderating role of responsible leadership. International Review on Public and Nonprofit Marketing, 19(2), 413–446. https://doi.org/10.1007/s12208-021-00309-z
Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64–75. https://doi.org/10.1016/J.IJHM.2018.06.014
Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 34(4), 39–48. https://doi.org/10.1016/0007-6813(91)90005-G
Chen, X., Hansen, E., & Cai, J. (2023). Synthesizing and comparing the different effects between internal and external corporate social responsibility perceptions and organizational citizenship behavior: A need theory perspective. Corporate Social Responsibility and Environmental Management, 30(4), 1601–1614.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.
El-Kassar, A. N., Yunis, M., & El-Khalil, R. (2017). The Mediating Effects of Employee-Company Identification on the Relationship between Ethics, Corporate Social Responsibility, and Organizational Citizenship Behavior. Journal of Promotion Management, 23(3), 419–436. https://doi.org/10.1080/10496491.2017.1294872
Farooq, M., Farooq, O., & Cheffi, W. (2019). How do employees respond to the CSR initiatives of their organizations: Empirical evidence from developing countries. Sustainability (Switzerland), 11(9). https://doi.org/10.3390/su11092646
Fu, H., Ye, B. H., & Law, R. (2014). You do well and I do well? The behavioral consequences of corporate social responsibility. International Journal of Hospitality Management, 40, 62–70. https://doi.org/10.1016/j.ijhm.2014.03.004
Gouldner, A. W. (1960). The Norm of Reciprocity: A Preliminary Statement. American Sociological Review, 25(2), 161. https://doi.org/10.2307/2092623
Guzzo, R. F., Abbott, J., & Lee, M. (2022). How CSR and well-being affect work-related outcomes: a hospitality industry perspective. International Journal of Contemporary Hospitality Management, 34(4), 1470–1490. https://doi.org/10.1108/IJCHM-06-2021-0754
Guzzo, R. F., Wang, X., & Abbott, J. (2020). Corporate Social Responsibility and Individual Outcomes: The Mediating Role of Gratitude and Compassion at Work. Cornell Hospitality Quarterly, 63(3), 350–368. https://doi.org/10.1177/1938965520981069
Hameli, K., Organizational, M. Y.-J. of A. &, & 2025, undefined. (2025). Corporate social responsibility in a developing country context–employees’ organizational identification and organizational citizenship behavior. Emerald.ComK Hameli, MM YasliogluJournal of Accounting & Organizational Change, 2025•emerald.Com. https://doi.org/10.1108/JAOC-05-2024-0142/FULL/HTML
Hur, W. M., Moon, T. W., & Choi, W. H. (2019). When are internal and external corporate social responsibility initiatives amplified? Employee engagement in corporate social responsibility initiatives on prosocial and proactive behaviors. Corporate Social Responsibility and Environmental Management, 26(4), 849–858. https://doi.org/10.1002/csr.1725
Islam, T., Ahmed, I., Ali, G., & Sadiq, T. (2016). Behavioral and psychological consequences of corporate social responsibility: Need of the time. Social Responsibility Journal, 12(2), 307–320.
Kim, S. H., Kim, M. S., Holland, S., & Han, H. S. (2018). Hospitality employees’ citizenship behavior: the moderating role of cultural values. International Journal of Contemporary Hospitality Management, 30(2), 662–684. https://doi.org/10.1108/IJCHM-02-2016-0116
Liu, Z., Yu, S., Cheng, F., & Waheed, R. (2022). Assessing the Influencing Factors of Electronic Word-of-Mouth on CSR Issues. A Case of Hospotality Service Industry of China. Frontiers in Psychology, 13(June), 1–13. https://doi.org/10.3389/fpsyg.2022.924779
Luu, T. T. (2017). CSR and organizational citizenship behavior for the environment in hotel industry: The moderating roles of corporate entrepreneurship and employee attachment style. International Journal of Contemporary Hospitality Management, 29(11), 2867–2900. https://doi.org/10.1108/IJCHM-02-2016-0080
Maak, T., & Pless, N. M. (2006). Responsible leadership in a stakeholder society - A relational perspective. Journal of Business Ethics, 66(1), 99–115. https://doi.org/10.1007/s10551-006-9047-z
Newman, A., Nielsen, I., & Miao, Q. (2015). The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: evidence from the Chinese private sector. The International Journal of Human Resource Management, 26(9), 1226–1242. https://doi.org/10.1080/09585192.2014.934892
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington books/DC heath and com.
Park, S. Y., & Levy, S. E. (2014). Corporate social responsibility: Perspectives of hotel frontline employees. International Journal of Contemporary Hospitality Management, 26(3), 332–348. https://doi.org/10.1108/IJCHM-01-2013-0034
Pless, N. M., & Maak, T. (2012). Responsible leadership: Pathways to the future. In Responsible Leadership (pp. 3–13). Springer Netherlands. https://doi.org/10.1007/s10551-011-1114-4
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122.
Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Journal of Organizational Behavior, 27(4), 537–543. https://doi.org/10.1002/job.380
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
Shen, C.-C., Chang, Y.-R., & Liu, D.-J. (2020). Rural tourism and environmental sustainability - A study on a model for assessing the developmental potential of organic agritourism. Sustainability (Switzerland), 12(22), 1–16. https://doi.org/10.3390/su12229642
Stets, J. E., & Carter, M. J. (2011). The moral self: Applying identity theory. Social Psychology Quarterly, 74(2), 192–215. https://doi.org/10.1177/0190272511407621
Tang, H., Loi, R., & Lai, S. W. (2024, May). Employees go green: the roles of perceived corporate social responsibility and intrinsic motivation. In Evidence-based HRM: a Global Forum for Empirical Scholarship (Vol. 12, No. 2, pp. 407-420). Emerald Publishing Limited. https://doi.org/10.1108/EBHRM-11-2022-0287
Trinh, T. H., Nguyen, K. H. L., Nguyen, T. P. T., & Nguyen, V. A. (2025). Corporate social responsibility in hospitality: A bibliometric overview and analysis. Geo Journal of Tourism and Geosites, 58(1), 364–375.
Turker, D. (2009). Measuring corporate social responsibility: A scale development study. Journal of Business Ethics, 85(4), 411–427. https://doi.org/10.1007/s10551-008-9780-6
Voegtlin, C. (2012). Development of a scale measuring discursive responsible leadership. In Responsible Leadership (pp. 57–73). Springer Netherlands. https://doi.org/10.1007/s10551-011-1020-9
Voegtlin, C., Frisch, C., Walther, A., & Schwab, P. (2020). Theoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership. Journal of Business Ethics, 167(3), 411–431. https://doi.org/10.1007/s10551-019-04155-2
Vu, V. V., Nguyen, P. M., & Hoang, V. H. (2024). Does job satisfaction mediate the relationship between corporate social responsibility and employee organizational citizenship behavior? Evidence from the hotel industry in Vietnam. International Journal of Innovative Research and Scientific Studies, 7(3), 1017–1029. https://doi.org/10.53894/ijirss.v7i3.3012
Wang, C., Hu, R., & Zhang, T. (Christina). (2020). Corporate social responsibility in international hotel chains and its effects on local employees: Scale development and empirical testing in China. International Journal of Hospitality Management, 90, 102598. https://doi.org/https://doi.org/10.1016/j.ijhm.2020.102598
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601–617.
Wong, A. K. F., Kim, S., & Hwang, Y. H. (2022). Effects of Perceived Corporate Social Responsibility (CSR) Performance on Hotel Employees’ Behavior. International Journal of Hospitality and Tourism Administration, 23(6), 1145–1173. https://doi.org/10.1080/15256480.2021.1935390