The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

Corporate social responsibility (CSR) is an emerging and fast-growing concept for both academic research and organizations. In recent years, the far-reaching influence of CSR practices on stakeholders has made both researchers and practitioners pay heed to this dimension. Employees are one of the most important stakeholders influenced by CSR practices. CSR brings in many ideas, concepts, and techniques. In the past, different antecedents and consequences of corporate social responsibility have been studied, but there is still a deficit in regard to whether employee creative performance is an outcome of corporate social responsibility, and the interlinked variables that might enhance this relationship. The main objective of this study is to examine how CSR practices enhance employee performances within the organization, and which other variables may enhance this relationship. The literature suggests that employees who value CSR campaigns and other practices identify with their company to a greater degree, work with more devotion and loyalty, and show more creativity in their work performance. In this study, organizational identification has been taken as the mediator, and creative self-efficacy has been taken as the moderator. The hypotheses were tested within the sample of companies engaging in CSR practices in Pakistan. A questionnaire survey was conducted using simple random sampling. Simple linear regression, hierarchical regression, and Barron and Kenny tests were applied through SPSS (Statistical Package for the Social Science) for data analysis, and results were found according to the proposed model of the study.