Organizational Citizenship Behavior and Corporate Social Responsibility: Evidence from Taiwan Listed Electronics Firms


  •  Hsien-Ming Shih    
  •  Bryan H. Chen    
  •  Mei-Hua Chen    
  •  Ching-Hsin Wang    

Abstract

As enterprises expand, they have increasingly consumed social resources and influenced the society. The public has gradually become aware of this, and consequently, enterprises have begun to emphasize corporate social responsibility as a core business strategy. The interviewees/participants in the study were listed electronics companies in central Taiwan. Questionnaires were used in the study to collect data. A total of 211 valid questionnaires were collected and IBM SPSS 20 was used to analyze the data. The result of the study shows that interviewees participants doubt whether their companies fairly assess their performance or not; however, they consider that their companies take the responsibility of complying with the law and maximizing profits. As a result, medium or large enterprises, or listed electronics companies that intend to fulfill corporate social responsibility, should invite supervisors, senior employees, or female employees and those who do not typically participate in decision making or regular meetings (e.g., employees who work on production lines, or those who are not supervisors or do not work in marketing) to participate in meetings, and provide them training, or distribute manuals or send letters to them. This can enhance organizational citizens’ identification with their company, motivate them to help their companies fulfill corporate social responsibility and thereby improve corporate image, enhance employees’ commitment and awareness of organizational citizenship, and create an improved organizational climate.



This work is licensed under a Creative Commons Attribution 4.0 License.
  • ISSN(Print): 1918-719X
  • ISSN(Online): 1918-7203
  • Started: 2009
  • Frequency: quarterly

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