This page has only limited features, please log in for full access.

Prof. Byung-Jik Kim
University of Ulsan, South Korea

Basic Info


Research Keywords & Expertise

0 Business Ethics
0 Coaching
0 CSR
0 Organizational Behavior
0 Human resource management

Honors and Awards

The user has no records in this section


Career Timeline

The user has no records in this section.


Short Biography

The user biography is not available.
Following
Followers
Co Authors
Profile ImageWon-Moo Hur College of Business Administ...
Profile ImageYuhyung Shin School of Business, Hanyang ...
Following: 3 users
View all

Feed

Journal article
Published: 29 June 2021 in International Journal of Environmental Research and Public Health
Reads 0
Downloads 0

In the contemporary business environment where business ethics is critical for organizational performance, the importance of corporate social responsibility (CSR) is increasing. By investigating the mechanism of the effects of CSR on counterproductive work behavior (CWB), the present study suggests that CSR decreases negative employee behavior. Based on social identity theory and context-attitude-behavior framework, this research examines the underlying process and its contingent factor of the association between CSR and CWB. Specifically, this study hypothesizes that CSR decreases CWB by enhancing employees’ organizational identification and that moral identity positively moderates the relationship between CSR and organizational identification. Using three-wave online survey data from 368 employees in Korean firms, this paper tested our hypotheses by conducting moderated mediation analysis with structural equation modeling. The results showed that CSR is negatively related to CWB through organizational identification and that moral identity positively moderates the relationship between CSR and organizational identification. The current study’s findings have crucial theoretical and practical implications in CSR literature.

ACS Style

Byung-Jik Kim; Se-Yeon Choi. “Does a Good Company Reduce the Unhealthy Behavior of Its Members?”: The Mediating Effect of Organizational Identification and the Moderating Effect of Moral Identity. International Journal of Environmental Research and Public Health 2021, 18, 6969 .

AMA Style

Byung-Jik Kim, Se-Yeon Choi. “Does a Good Company Reduce the Unhealthy Behavior of Its Members?”: The Mediating Effect of Organizational Identification and the Moderating Effect of Moral Identity. International Journal of Environmental Research and Public Health. 2021; 18 (13):6969.

Chicago/Turabian Style

Byung-Jik Kim; Se-Yeon Choi. 2021. "“Does a Good Company Reduce the Unhealthy Behavior of Its Members?”: The Mediating Effect of Organizational Identification and the Moderating Effect of Moral Identity." International Journal of Environmental Research and Public Health 18, no. 13: 6969.

Journal article
Published: 05 April 2021 in International Journal of Environmental Research and Public Health
Reads 0
Downloads 0

Although previous works have examined how work overload affects the perceptions, attitudes, and behaviors of members in an organization, those studies have paid insufficient attention to the mediating and contingent factors in the work overload–turnover intention link from the perspective of positive psychology. Considering the theoretical and practical value and importance of positive psychology, studies that use it to investigate underlying processes are needed. Also, existing studies on work overload have focused on the moderating role of individual-level variables to reduce the negative effects of work overload, mostly ignoring the importance of organizational-level moderators. To resolve those issues, we hypothesize that the meaningfulness of an employee’s work mediates the relationship between work overload and turnover intention. Corporate social responsibility (CSR) practices could moderate the association between work overload and the meaningfulness of work. Using a three-wave data set gathered from 356 currently working employees in South Korea, we reveal not only that the meaningfulness of work mediates the work overload–turnover intention link, but also that CSR activities play a buffering role in the work overload–meaningfulness of work link. Our findings suggest that, from the perspective of positive psychology, the degree of meaningfulness of work (as a mediator) and CSR activities (as a moderator) function as intermediating mechanisms in the work overload–turnover intention link.

ACS Style

Yun-Seok Hwang; Byung-Jik Kim. “The Power of a Firm’s Benevolent Act”: The Influence of Work Overload on Turnover Intention, the Mediating Role of Meaningfulness of Work and the Moderating Effect of CSR Activities. International Journal of Environmental Research and Public Health 2021, 18, 3780 .

AMA Style

Yun-Seok Hwang, Byung-Jik Kim. “The Power of a Firm’s Benevolent Act”: The Influence of Work Overload on Turnover Intention, the Mediating Role of Meaningfulness of Work and the Moderating Effect of CSR Activities. International Journal of Environmental Research and Public Health. 2021; 18 (7):3780.

Chicago/Turabian Style

Yun-Seok Hwang; Byung-Jik Kim. 2021. "“The Power of a Firm’s Benevolent Act”: The Influence of Work Overload on Turnover Intention, the Mediating Role of Meaningfulness of Work and the Moderating Effect of CSR Activities." International Journal of Environmental Research and Public Health 18, no. 7: 3780.

Journal article
Published: 18 March 2021 in International Journal of Environmental Research and Public Health
Reads 0
Downloads 0

Although there has been extensive research on the corporate social responsibility (CSR)–performance link, full understanding is still elusive. A possible reason for this is the limited understanding of the underlying processes that affect the relationship. Grounded in institutional theory, which emphasizes the importance of micro-level intermediating processes (e.g., employees’ perceptions and attitudes) to explain a macro-level association (i.e., CSR to organizational performance), we built a moderated mediation model where: (i) organization commitment mediated the influence of CSR on organizational performance, and (ii) an employee’s prosocial motivation moderated the relationship between CSR and organizational commitment. Using three-wave time-lagged survey data obtained from 302 Korean workers, we found that organizational commitment is an important micro-level process in the CSR–performance link, and that the level of an employee’s prosocial motivation can positively moderate that link. We discuss theoretical and practical implications, along with limitations and future research directions.

ACS Style

Min-Jik Kim; Byung-Jik Kim. The Performance Implication of Corporate Social Responsibility: The Moderating Role of Employee’s Prosocial Motivation. International Journal of Environmental Research and Public Health 2021, 18, 3128 .

AMA Style

Min-Jik Kim, Byung-Jik Kim. The Performance Implication of Corporate Social Responsibility: The Moderating Role of Employee’s Prosocial Motivation. International Journal of Environmental Research and Public Health. 2021; 18 (6):3128.

Chicago/Turabian Style

Min-Jik Kim; Byung-Jik Kim. 2021. "The Performance Implication of Corporate Social Responsibility: The Moderating Role of Employee’s Prosocial Motivation." International Journal of Environmental Research and Public Health 18, no. 6: 3128.

Journal article
Published: 14 March 2021 in International Journal of Environmental Research and Public Health
Reads 0
Downloads 0

A body of existing literature delves into how corporate social responsibility (CSR) affects employees’ cognition, emotion, and behavior within an organization. These previous studies, however, pay relatively little attention to the influence of CSR on levels of creativity in employees. Considering that creativity is closely related to innovative capability, which is critical for a firm to survive, the relationship between CSR and employees’ creativity and its elaborate underlying processes need further investigation. Based on a group creativity model, we argue that CSR may increase levels of creativity in employees through mediation of enhanced levels of psychological safety in employees. In addition, existing works on CSR have relatively underexplored the contextual role of leadership in translating CSR practices into employees’ attitudes, perceptions, and behaviors. Using three-wave time-lagged survey data from 311 employees in South Korea, we found that CSR enhances employees’ creativity via mediation of psychological safety. Additionally, ethical leadership positively moderates the relationship between CSR and psychological safety. Our findings suggest that psychological safety in employees functions as an important underlying mechanism to describe the CSR–employee creativity link. Furthermore, this paper emphasizes the importance of the moderating role of ethical leadership in the process of CSR activities.

ACS Style

Byung-Jik Kim; Min-Jik Kim; Tae-Hyun Kim. “The Power of Ethical Leadership”: The Influence of Corporate Social Responsibility on Creativity, the Mediating Function of Psychological Safety, and the Moderating Role of Ethical Leadership. International Journal of Environmental Research and Public Health 2021, 18, 2968 .

AMA Style

Byung-Jik Kim, Min-Jik Kim, Tae-Hyun Kim. “The Power of Ethical Leadership”: The Influence of Corporate Social Responsibility on Creativity, the Mediating Function of Psychological Safety, and the Moderating Role of Ethical Leadership. International Journal of Environmental Research and Public Health. 2021; 18 (6):2968.

Chicago/Turabian Style

Byung-Jik Kim; Min-Jik Kim; Tae-Hyun Kim. 2021. "“The Power of Ethical Leadership”: The Influence of Corporate Social Responsibility on Creativity, the Mediating Function of Psychological Safety, and the Moderating Role of Ethical Leadership." International Journal of Environmental Research and Public Health 18, no. 6: 2968.

Journal article
Published: 26 October 2020 in International Journal of Environmental Research and Public Health
Reads 0
Downloads 0

Although previous works have examined how job insecurity affects the perceptions, attitudes, and behaviors of members in an organization, those studies have not paid enough attention to the relationship between job insecurity and performance or the mediating processes in that relationship. Considering that organizational performance is a fundamental target or purpose, investigating it is greatly needed. This research examines both mediating factors and a moderator in the link between job insecurity and organizational performance by building a moderated sequential mediation model. To be specific, we hypothesize that the degree of an employee’s job stress and organizational commitment sequentially mediate the relationship between job insecurity and performance. Furthermore, ethical leadership could moderate the association between job insecurity and job stress. Using a three-wave data set gathered from 301 currently working employees in South Korea, we reveal that not only do job stress and organizational commitment sequentially mediate the job insecurity–performance link, but also that ethical leadership plays a buffering role of in the job insecurity–job stress link. Our findings suggest that the degree of job stress and organizational commitment (as mediators), as well as ethical leadership (as a moderator), function as intermediating mechanisms in the job insecurity–performance link.

ACS Style

Min-Jik Kim; Byung-Jik Kim. The Performance Implications of Job Insecurity: The Sequential Mediating Effect of Job Stress and Organizational Commitment, and the Buffering Role of Ethical Leadership. International Journal of Environmental Research and Public Health 2020, 17, 7837 .

AMA Style

Min-Jik Kim, Byung-Jik Kim. The Performance Implications of Job Insecurity: The Sequential Mediating Effect of Job Stress and Organizational Commitment, and the Buffering Role of Ethical Leadership. International Journal of Environmental Research and Public Health. 2020; 17 (21):7837.

Chicago/Turabian Style

Min-Jik Kim; Byung-Jik Kim. 2020. "The Performance Implications of Job Insecurity: The Sequential Mediating Effect of Job Stress and Organizational Commitment, and the Buffering Role of Ethical Leadership." International Journal of Environmental Research and Public Health 17, no. 21: 7837.

Journal article
Published: 25 April 2020 in Sustainability
Reads 0
Downloads 0

Existing works on the association between corporate social responsibility (CSR) and performance have investigated how CSR affects external stakeholders (e.g., shareholders, customers, local communities, and environment). However, the effect of CSR on internal stakeholders such as employees who ultimately determine organizational performance is relatively underexplored. Institutional theory suggests that institutional enablers, e.g., CSR practices, influence macro-level variables, like organizational performance, via micro-level intermediating processes, such as perceptions, attitudes and behaviors of employees. Thus, this paper proposes that internal mechanisms are essential to explain the CSR-performance link. Using a 3-wave time-lagged survey data of 301 workers in South Korean firms (144 men and 157 women, average age: 40.30), this research examines how psychological safety and job satisfaction of an employee function as sequential mediators in the CSR-performance link. Moreover, the current research also investigates how job insecurity negatively moderates the link between CSR and psychological safety. The results demonstrated that psychological safety and job satisfaction function as sequential internal mediators in the link. In addition, job insecurity negatively moderated the influence of CSR on psychological safety. The results suggest that an employee’s perceptions and attitudes, such as job insecurity, psychological safety, and job satisfaction, significantly influence the relationship between CSR and performance.

ACS Style

Min-Jik Kim; Byung-Jik Kim. Analysis of the Importance of Job Insecurity, Psychological Safety and Job Satisfaction in the CSR-Performance Link. Sustainability 2020, 12, 3514 .

AMA Style

Min-Jik Kim, Byung-Jik Kim. Analysis of the Importance of Job Insecurity, Psychological Safety and Job Satisfaction in the CSR-Performance Link. Sustainability. 2020; 12 (9):3514.

Chicago/Turabian Style

Min-Jik Kim; Byung-Jik Kim. 2020. "Analysis of the Importance of Job Insecurity, Psychological Safety and Job Satisfaction in the CSR-Performance Link." Sustainability 12, no. 9: 3514.

Research article
Published: 01 April 2020 in SAGE Open
Reads 0
Downloads 0

Although previous research has examined the influence of job insecurity on perceptions, attitudes, and behaviors of employees, the literature has paid insufficient attention to the impact of job insecurity on organizational performance and the underlying mechanisms of this association. Organizational performance is one of the most critical outcomes in an organization, and studies are needed to examine the influence of job insecurity on organizational performance together with its intermediating processes. Accordingly, this study investigates the intermediating mechanisms between job insecurity and perceived organizational performance with a sequential mediation model. Specifically, this article hypothesizes that levels of employees’ psychological safety and organizational commitment sequentially mediate the job insecurity–perceived organizational performance link. Using three-wave time-lagged data from 321 employees in South Korea, this study found that psychological safety and organizational commitment were sequential mediators in the link. This finding suggests that levels of psychological safety and organizational commitment in employees function as underlying processes in explaining the job insecurity–perceived organizational performance link.

ACS Style

Byung-Jik Kim. Unstable Jobs Harm Performance: The Importance of Psychological Safety and Organizational Commitment in Employees. SAGE Open 2020, 10, 1 .

AMA Style

Byung-Jik Kim. Unstable Jobs Harm Performance: The Importance of Psychological Safety and Organizational Commitment in Employees. SAGE Open. 2020; 10 (2):1.

Chicago/Turabian Style

Byung-Jik Kim. 2020. "Unstable Jobs Harm Performance: The Importance of Psychological Safety and Organizational Commitment in Employees." SAGE Open 10, no. 2: 1.

Journal article
Published: 21 April 2019 in International Journal of Environmental Research and Public Health
Reads 0
Downloads 0

Although some previous studies have examined the impact of transformational leadership on safety behavior, those works have paid relatively less attention to the intermediating role of employees' job strain in the link as well as contingent variables that moderate the relationship. Considering that not only job strain substantially affects employees' perceptions, attitudes, and behaviors in an organization, but also there are some contextual factors that moderate the relationships, we investigated intermediating mechanisms (i.e., mediator and moderator) in the relationship between transformational leadership and safety behavior. Relying on the context-attitude-behavior framework, we conducted a structural equation modeling analysis with a moderated mediation model. Specifically, we hypothesized that the level of an employee's job strain would mediate the transformational leadership-safety behavior link. We also hypothesized that an employee's self-efficacy regarding safety would moderate the association between job strain and safety behavior. Using survey data from 997 South Korean employees, we found that all of our hypotheses were supported. The findings suggest that the level of an employee's job strain mediates and elaborately explains the transformational leadership-safety behavior link. Moreover, an employee's self-efficacy regarding safety is a buffering factor which decreases the harmful effects of job strain on safety behavior.

ACS Style

Byung-Jik Kim; Se-Youn Jung. The Mediating Role of Job Strain in the Transformational Leadership⁻Safety Behavior Link: The Buffering Effect of Self-Efficacy on Safety. International Journal of Environmental Research and Public Health 2019, 16, 1425 .

AMA Style

Byung-Jik Kim, Se-Youn Jung. The Mediating Role of Job Strain in the Transformational Leadership⁻Safety Behavior Link: The Buffering Effect of Self-Efficacy on Safety. International Journal of Environmental Research and Public Health. 2019; 16 (8):1425.

Chicago/Turabian Style

Byung-Jik Kim; Se-Youn Jung. 2019. "The Mediating Role of Job Strain in the Transformational Leadership⁻Safety Behavior Link: The Buffering Effect of Self-Efficacy on Safety." International Journal of Environmental Research and Public Health 16, no. 8: 1425.

Journal article
Published: 27 March 2019 in International Journal of Environmental Research and Public Health
Reads 0
Downloads 0

Although existing works have investigated the influence of employee's job insecurity on his or her perceptions or attitudes, those studies relatively have paid less attention to the influence of it on employee's behaviors, as well as to its intermediating mechanisms of the relationship between job insecurity and the behaviors. Considering that employee's behaviors substantially influence various organizational outcomes, I believe that studies which examine the impact of job insecurity on the behaviors as well as its underlying processes are required. Grounded on the context⁻attitude⁻behavior framework, I delved into the intermediating mechanism between job insecurity and organizational citizenship behavior with a sequential mediation model. In specific, I hypothesized that employee's organizational trust and organizational identification would sequentially mediate the job insecurity⁻organizational citizenship behavior (OCB) link. Utilizing 3-wave time-lagged data from 303 employees in South Korea, I found that organizational trust and organizational identification function as sequential mediators in the link. The finding suggests that organizational trust and organizational identification are underlying processes to elaborately explain the job insecurity⁻OCB link.

ACS Style

Byung-Jik Kim. Unstable Jobs Cannot Cultivate Good Organizational Citizens: The Sequential Mediating Role of Organizational Trust and Identification. International Journal of Environmental Research and Public Health 2019, 16, 1102 .

AMA Style

Byung-Jik Kim. Unstable Jobs Cannot Cultivate Good Organizational Citizens: The Sequential Mediating Role of Organizational Trust and Identification. International Journal of Environmental Research and Public Health. 2019; 16 (7):1102.

Chicago/Turabian Style

Byung-Jik Kim. 2019. "Unstable Jobs Cannot Cultivate Good Organizational Citizens: The Sequential Mediating Role of Organizational Trust and Identification." International Journal of Environmental Research and Public Health 16, no. 7: 1102.

Journal article
Published: 08 January 2019 in International Journal of Environmental Research and Public Health
Reads 0
Downloads 0

Although some previous studies have examined the impact of corporate social responsibility (CSR) on employees in an organization, they have mainly focused on employees’ perceptions or attitudes rather than behaviors. However, in that employees’ behaviors are the direct outcome of the perceptions or attitudes and critically affect organizational outcomes, we need to investigate the impact of CSR on employees’ behaviors. Based on the context-attitude-behavior framework, we investigate the underlying process of the association between CSR and employees’ behavior with a moderated mediation model. Specifically, we hypothesize (1) the intermediating effect of organizational commitment (OC) in the association between CSR and organizational citizenship behavior (OCB) and (2) the contingent role of employees’ perspective taking ability (PT) in the CSR-OC link. Using three-wave survey data from 301 currently working employees in Korea, we found that OC mediates the association between CSR and OCB and that PT can positively moderate the CSR-OC link. Our findings suggest that OC (as an intermediating process) and PT (as a contingent factor) function as important underlying mechanisms to elaborately describe the CSR-OCB link.

ACS Style

Byung-Jik Kim; Mohammad Nurunnabi; Tae-Hyun Kim; Se-Youn Jung. Does a Good Firm Breed Good Organizational Citizens? The Moderating Role of Perspective Taking. International Journal of Environmental Research and Public Health 2019, 16, 161 .

AMA Style

Byung-Jik Kim, Mohammad Nurunnabi, Tae-Hyun Kim, Se-Youn Jung. Does a Good Firm Breed Good Organizational Citizens? The Moderating Role of Perspective Taking. International Journal of Environmental Research and Public Health. 2019; 16 (1):161.

Chicago/Turabian Style

Byung-Jik Kim; Mohammad Nurunnabi; Tae-Hyun Kim; Se-Youn Jung. 2019. "Does a Good Firm Breed Good Organizational Citizens? The Moderating Role of Perspective Taking." International Journal of Environmental Research and Public Health 16, no. 1: 161.

Journal article
Published: 31 July 2018 in Sustainability
Reads 0
Downloads 0

The present research attempts to investigate an intermediating process that influences an association between transformational leadership and innovative behavior. Previous studies have mainly focused on the intrapsychic traits of individual employees (e.g., intrinsic motivation and psychological empowerment) as an important mediator to explain the enhancing effect of transformational leadership on employee’s creativity. Yet, given that many interactions among employees in an organization tend to occur in the form of ‘interpersons’, the importance of interpersonal relationship-based traits has received relatively less attention from leadership scholars. Based on the context-attitude-behavior framework, we posit that transformational leadership enhances innovative behavior by boosting the level of employees’ forgiveness which is an interpersonal relationship-based trait among employees. We conducted structural equation modeling analysis with a survey from 374 employees in South Korea. The result demonstrated that forgiveness partially mediates the influence of transformational leadership on innovative behavior. We believe that our finding may contribute to expanding transformational leadership and positive organizational scholarship literature by identifying a new path that transformational leadership increases innovative behavior. The theoretical and practical implications, limitations of this study, and suggestions for future research are discussed.

ACS Style

Byung-Jik Kim; Tae-Hyun Kim; Se-Youn Jung. How to Enhance Sustainability through Transformational Leadership: The Important Role of Employees’ Forgiveness. Sustainability 2018, 10, 2682 .

AMA Style

Byung-Jik Kim, Tae-Hyun Kim, Se-Youn Jung. How to Enhance Sustainability through Transformational Leadership: The Important Role of Employees’ Forgiveness. Sustainability. 2018; 10 (8):2682.

Chicago/Turabian Style

Byung-Jik Kim; Tae-Hyun Kim; Se-Youn Jung. 2018. "How to Enhance Sustainability through Transformational Leadership: The Important Role of Employees’ Forgiveness." Sustainability 10, no. 8: 2682.

Journal article
Published: 28 June 2018 in Sustainability
Reads 0
Downloads 0

Although many scholars have investigated the influence of corporate social responsibility (CSR) in an organization, there has been relatively minimal research regarding the CSR’s impacts on employees as well as the underlying mechanisms of it. Considering the research gaps, in the present research, we examine how CSR practices influence attitudes of employees. In particular, we hypothesize that perceived CSR would enhance organizational commitment (OC) of employees through the sequential mediation of meaningfulness of work (MOW) and perceived organizational support (POS). In order to empirically test this, we utilized two-wave time-lagged survey data from 378 employees who work for companies in South Korea. The results show that MOW and POS sequentially mediate the relationship between perceived CSR and OC. The findings suggest that CSR practices could be an active investment which enhances important attitudes of employees, instead of merely being a cost or obligation for firms.

ACS Style

Byung-Jik Kim; Mohammad Nurunnabi; Tae-Hyun Kim; Se-Youn Jung. The Influence of Corporate Social Responsibility on Organizational Commitment: The Sequential Mediating Effect of Meaningfulness of Work and Perceived Organizational Support. Sustainability 2018, 10, 2208 .

AMA Style

Byung-Jik Kim, Mohammad Nurunnabi, Tae-Hyun Kim, Se-Youn Jung. The Influence of Corporate Social Responsibility on Organizational Commitment: The Sequential Mediating Effect of Meaningfulness of Work and Perceived Organizational Support. Sustainability. 2018; 10 (7):2208.

Chicago/Turabian Style

Byung-Jik Kim; Mohammad Nurunnabi; Tae-Hyun Kim; Se-Youn Jung. 2018. "The Influence of Corporate Social Responsibility on Organizational Commitment: The Sequential Mediating Effect of Meaningfulness of Work and Perceived Organizational Support." Sustainability 10, no. 7: 2208.

Journal article
Published: 15 June 2018 in Sustainability
Reads 0
Downloads 0

Previous studies on the relationship between corporate social responsibility (CSR) and organizational performance have emphasized how CSR influences the external stakeholders such as shareholders, customers, and local communities to explain the association. Thus, it is relatively less studied how CSR influences internal stakeholders, which ultimately accrue to organizational performance. Grounded on institutional theory which proposes that institutional enablers such as CSR activities affect macro-level outcomes (i.e., organizational performance) through micro-level mechanisms (i.e., attitudes or behaviors of members), we argue that internal processes are critical to explaining the CSR–performance link. Using 2-wave time-lagged survey data of 301 employees from various companies in South Korea, we first investigate how organizational identification (OI) mediates the CSR–performance link. In addition, we also investigate how authentic leadership moderates the link between CSR and OI. The results showed that OI is an important internal process that CSR enhances for organizational performance. In addition, authentic leadership positively moderated the effect of CSR on OI. Our results suggest that we need to understand “internal” intermediating mechanisms as well as critical contextual factors to elaborately explain the relationship.

ACS Style

Byung-Jik Kim; Mohammad Nurunnabi; Tae-Hyun Kim; Taejoong Kim. Doing Good Is Not Enough, You Should Have Been Authentic: Organizational Identification, Authentic Leadership and CSR. Sustainability 2018, 10, 2026 .

AMA Style

Byung-Jik Kim, Mohammad Nurunnabi, Tae-Hyun Kim, Taejoong Kim. Doing Good Is Not Enough, You Should Have Been Authentic: Organizational Identification, Authentic Leadership and CSR. Sustainability. 2018; 10 (6):2026.

Chicago/Turabian Style

Byung-Jik Kim; Mohammad Nurunnabi; Tae-Hyun Kim; Taejoong Kim. 2018. "Doing Good Is Not Enough, You Should Have Been Authentic: Organizational Identification, Authentic Leadership and CSR." Sustainability 10, no. 6: 2026.