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Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction

Author

Listed:
  • Steven A. Brieger

    (University of Sussex Business School, University of Sussex
    University of St.Gallen)

  • Stefan Anderer

    (HHL Leipzig Graduate School of Management
    HHL Leipzig Graduate School of Management)

  • Andreas Fröhlich

    (HHL Leipzig Graduate School of Management)

  • Anne Bäro

    (HHL Leipzig Graduate School of Management)

  • Timo Meynhardt

    (University of St.Gallen
    HHL Leipzig Graduate School of Management)

Abstract

Recent research highlights the positive effects of organizational CSR engagement on employee outcomes, such as job and life satisfaction, performance, and trust. We argue that the current debate fails to recognize the potential risks associated with CSR. In this study, we focus on the risk of work addiction. We hypothesize that CSR has per se a positive effect on employees and can be classified as a resource. However, we also suggest the existence of an array of unintended negative effects of CSR. Since CSR positively influences an employee’s organizational identification, as well as his or her perception of engaging in meaningful work, which in turn motivates them to work harder while neglecting other spheres of their lives such as private relationships or health, CSR indirectly increases work addiction. Accordingly, organizational identification and work meaningfulness both act as buffering variables in the relationship, thus suppressing the negative effect of CSR on work addiction, which weakens the positive role of CSR in the workplace. Drawing on a sample of 565 Swiss employees taken from the 2017 Swiss Public Value Atlas dataset, our results provide support for our rationale. Our results also provide evidence that the positive indirect effects of organizational CSR engagement on work addiction, via organizational identification and work meaningfulness, become even stronger when employees care for the welfare of the wider public (i.e., the community, nation, or world). Implications for research and practice are discussed.

Suggested Citation

  • Steven A. Brieger & Stefan Anderer & Andreas Fröhlich & Anne Bäro & Timo Meynhardt, 2020. "Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction," Journal of Business Ethics, Springer, vol. 166(2), pages 311-329, October.
    • Handle: RePEc:kap:jbuset:v:166:y:2020:i:2:d:10.1007_s10551-019-04141-8
    DOI: 10.1007/s10551-019-04141-8
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    6. Mingchuan Yu & Han Lin & Greg G. Wang & Yuan Liu & Xiaotao Zheng, 2022. "Is too much as bad as too little? The S-curve relationship between corporate philanthropy and employee performance," Asia Pacific Journal of Management, Springer, vol. 39(4), pages 1511-1534, December.
    7. Gentjan Çera & Khurram Ajaz Khan & Andrea Bláhová & Jaroslav Belas, Jr., 2022. "Do owner-manager demographics in SMEs matter for corporate social responsibility?," Equilibrium. Quarterly Journal of Economics and Economic Policy, Institute of Economic Research, vol. 17(2), pages 511-531, June.
    8. Mehran Nejati & Azadeh Shafaei, 2023. "Why do employees respond differently to corporate social responsibility? A study of substantive and symbolic corporate social responsibility," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(4), pages 2066-2080, July.
    9. Linghui Kong & Muhammad Safdar Sial & Naveed Ahmad & Mariana Sehleanu & Zhihui Li & Malik Zia-Ud-Din & Daniel Badulescu, 2021. "CSR as a Potential Motivator to Shape Employees’ View towards Nature for a Sustainable Workplace Environment," Sustainability, MDPI, vol. 13(3), pages 1-13, February.
    10. Shixiao Wu, 2024. "From Global Goals to Classroom Realities: The Role of Corporate Social Responsibility in Promoting Teacher Wellbeing in Higher Education," Sustainability, MDPI, vol. 16(16), pages 1-19, August.
    11. Yafei Zhang & Chuqing Dong & Andrea M. M. Weare & Song Harris Ao, 2021. "Contextualizing Motivating Language to Corporate Social Responsibility (CSR): How Leader Motivating Language Affects Employees’ CSR Engagement and Employee–Organization Relationships," Sustainability, MDPI, vol. 13(23), pages 1-17, December.
    12. Kazunori Kobayashi & Gabriel Eweje & David Tappin, 2024. "Changing overwork culture: Stakeholder management for employee wellbeing and social sustainability in large Japanese companies," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(5), pages 5032-5048, September.
    13. Morkevičiūtė Modesta & Endriulaitienė Auksė, 2021. "A Systematic Review of the Factors Determining Workaholism: The Role of an Organisation," Management of Organizations: Systematic Research, Sciendo, vol. 85(1), pages 33-46, June.
    14. María Garrido‐Ruso & Beatriz Aibar‐Guzmán, 2022. "The moderating effect of contextual factors and employees' demographic features on the relationship between CSR and work‐related attitudes: A meta‐analysis," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 29(5), pages 1839-1854, September.
    15. Basheer M. Al-Ghazali & M. Sadiq Sohail, 2021. "The Impact of Employees’ Perceptions of CSR on Career Satisfaction: Evidence from Saudi Arabia," Sustainability, MDPI, vol. 13(9), pages 1-26, May.

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