000			01809nam a22001577a 4500
999			_c528173 _d528173
008			241114b ||||| |||| 00| 0 eng d
100			_aPandey, Suchitra, Sinha, Shruti and Rishi, Parul _959532
245			_aIntegrating corporate social responsibility (CSR) and sustainability linkages with employees’ perceptions and competence-mediating role of CSR culture
260			_aJournal of Human Values
300			_a30(3), Sep, 2024: p.294-310
520			_aThe study examines the effect of corporate social responsibility (CSR) culture on the relationship between CSR strategy–sustainability linkages, ethics and the CSR outcomes in public sector organizations in India. Using a sample of 200 lower-, middle- and upper-level CSR managers, a mediation model by Baron and Kenny was outlined and tested. Results demonstrate that CSR strategy–sustainability linkages and ethics have a positive relationship with CSR culture and CSR outcomes. Further, CSR culture has a positive relationship with the CSR outcomes of employees’ CSR perceptions and competence. While CSR culture fitfully mediated the relationship between ethics and competence, partial mediation was found in all other cases. Thus, the adoption of strategic and sustainable CSR not only leads to desirable CSR outcomes but is also associated with a better fit between CSR and culture. Hence, strategic and sustainable CSR and organizational ethics must facilitate greater congruence between CSR and organizational culture.- Reproduced https://journals.sagepub.com/doi/full/10.1177/09716858241255505
650			_aCSR strategy sustainability linkages, Ethics, CSR culture, Employee CSR perception, CSR competence, India. _948855
773			_aJournal of Human Values
906			_aCORPORATE SOCIAL RESPONSIBILITY
942			_cAR