Researchers have been increasingly intrigued by micro-level corporate social responsibility (CSR) initiatives. Given the critical significance of CSR in corporate evolution, it is imperative to explore what motivates employees—the pivotal stakeholders—to engage in CSR endeavors. Based on social identity theory, this study seeks to elucidate the factors influencing employee participation in CSR within the context of Chinese international engineering contractors.
The study collected data through a questionnaire survey of corporate managers in a number of Chinese international engineering contractors. The data from 328 valid questionnaires were then analyzed using multiple regression.
The findings indicate that employee rights, CSR strategies, and corporate reputation have a direct effect on employee CSR participation. Furthermore, employee loyalty plays a mediating role in the effect of corporate reputation on employee CSR participation.
This study applies social identity theory to explain informal behaviors such as CSR, thus extending its applicability. It also offers valuable insights for corporate managers who seek to develop programs that promot employee engagement in CSR activities.
