Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/21929
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dc.contributor.authorYadav, Rama Shankar-
dc.contributor.authorSingh, Manjari-
dc.date.accessioned2019-05-24T03:32:07Z-
dc.date.available2019-05-24T03:32:07Z-
dc.date.issued2016-
dc.identifier.citationYadav, R.S., & Singh, M. (2016). Winning the trust of the employees, ethically or strategically? International Journal of Business Governance and Ethics, 11(3), 223-242. DOI: 10.1504/ IJBGE.2016.081629en_US
dc.identifier.urihttp://hdl.handle.net/11718/21929-
dc.description.abstractResearch on corporate social responsibility (CSR) has indicated that even though CSR activities are found to be positively influencing employees’ trust, there is lack of clarity regarding the underlying mechanisms of this relationship. In this empirical study of 210 employees, we have made an attempt to bridge this gap to understand these underlying mechanisms. Different types of CSR are likely to induce different types of attitude among the employees. Our analyses using regression and structural equation modelling showed that CSR activities are positively related to employee trust. Further, ethical CSR but not strategic CSR mediates the relationship between CSR activities and employee trust.en_US
dc.publisherInderscienceen_US
dc.subjectcorporate social responsibilityen_US
dc.subjectCSRen_US
dc.subjectethical CSRen_US
dc.subjectstrategic CSRen_US
dc.titleWinning the ‘trust’ of the employees, ethically or strategically?en_US
dc.title.alternativeInt. J. Business Governance and Ethicsen_US
dc.typeArticleen_US
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