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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.
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 StyleByung-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 StyleByung-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.
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.
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 StyleByung-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 StyleByung-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.
Many scholars and practitioners have acknowledged the importance of transformation leadership as a critical catalyst of creativity in an organization. But, current research on the association between TL and creativity has some limitations because they have mainly focused on the individual employee’s creativity with a single mediator and a single-level analysis. As firms increasingly rely on ‘teams’ to enhance their innovation, however, we need to take into account factors that affect team-level creativity. To address this issue, we attempt to find underlying mechanisms which drive the relation between transformational leadership and team-level creativity. Grounded on a group creativity model, we argue that transformational leadership improves team creativity through employee’s psychological safety and subsequently facilitating his or her individual-level creativity. To test the hypotheses, we conducted a multi-level structural equation modeling analysis by utilizing a survey of 196 employees of 52 teams in South Korea. The result shows that our hypotheses are supported. Theoretical and practical implications are discussed along with limitations and future research directions.
Byung-Jik Kim; Sungjin Park; Tae-Hyun Kim. The effect of transformational leadership on team creativity: sequential mediating effect of employee’s psychological safety and creativity. Asian Journal of Technology Innovation 2019, 27, 90 -107.
AMA StyleByung-Jik Kim, Sungjin Park, Tae-Hyun Kim. The effect of transformational leadership on team creativity: sequential mediating effect of employee’s psychological safety and creativity. Asian Journal of Technology Innovation. 2019; 27 (1):90-107.
Chicago/Turabian StyleByung-Jik Kim; Sungjin Park; Tae-Hyun Kim. 2019. "The effect of transformational leadership on team creativity: sequential mediating effect of employee’s psychological safety and creativity." Asian Journal of Technology Innovation 27, no. 1: 90-107.
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.
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 StyleByung-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 StyleByung-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.
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.
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 StyleByung-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 StyleByung-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.
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.
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 StyleByung-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 StyleByung-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.