Microfoundations of CSR and Sustainable Performance

Call for papers for: Cross Cultural & Strategic Management

Key Dates

Submissions Open: 1 September 2021

Submissions Deadline: 31 December 2021


Corporate social responsibility (CSR) refers to actions and policies of firm which are context specific and that takes into considerations expectations of the stakeholders and the triple bottom line (TBL: Aguinis, 2011). Organizational intention to engage in CSR could be for several reasons including, institutional pressure (Sharma & Henriques, 2005), market competitiveness (Bansal & Roth, 2000), top management commitment (Muller & Kolk, 2010), personal values of leaders (Mudrack, 2007), organizational justice (Rupp, 2011), and leader’s ideology (Hafenbrädl & Waeger, 2017; Kang, Germann, & Grewal, 2016). That suggests that CSR is characteristically a multifaceted phenomenon comprising viewpoints related to both institutions and individuals (Panagopoulos, Rapp, & Vlachos, 2016). However, CSR as an academic inquiry has primarily been studied at macro (i.e., organizational or institutional level) than micro level (i.e., individual level) (Aguinis & Glavas, 2012). The literature on the macro level perspectives of CSR is fully developed while the micro-level inquiry into the CSR discipline remains under developed and that calls for further scientific researches.  

Some of the past literature from the microfoundational lens suggest that the firm's engagement in CSR activities results in positive outcomes namely, employee’s organizational attachment, lower employee turnover (Lee, Park, & Lee, 2013), and employee well-being (Singhapakdi, Lee, Sirgy, & Senasu, 2015). However, microfoundations of the CSR has not received adequate attention from the research community (Gond, El Akremi, Swaen, & Babu, 2017) and the linkages between microfoundations of CSR and sustainable business performance remain at its nascent stage (Glavas, 2016; Glavas & Kelly, 2014; Rupp & Mallory, 2015; Gond, El Akremi, Swaen, & Babu, 2017) that calls for rigorous researches. Thus, there is a huge knowledge gap in the extant literature that calls for rigorous research at micro levels – the individual and the team - to investigate underlying mechanisms using different methodological approaches (Aguinis & Glavas, 2012) link microfoundations of the CSR with TBL (Singh et al., 2019; Singh et al., 2020).   

Based on the aforementioned literature, we note that the researches on microfoundations of CSR and its linkages with firm’s TBL is scarce, resulting in a substantial knowledge gap that necessitates rigorous research inquiries to bridge the existing gap in the literature. Therefore, we have conceptualized this special issue with aim at tying together varied micro-foundational threads of CSR and understand their influences on how firms should to design and implement processes, mechanisms, and systems to take care of the TBL – "people, planet, and profit”. That calls upon organizations in operations across the globe to engage in continuous renewal processes by leveraging the micro-foundations of corporate social responsibility (CSR) to develop their dynamic capabilities for successful performance on all three levels – the economic, the social, and the environmental.  

Scope of the Special Issue 

The goal is to encourage scholars to explore underlying concepts and methodologies to make essential contributions using micro-level evidence of CSR policies and practices for firm’s sustainable performance. In this special issue (SI), we invite papers that focus on CSR's microfoundations for sustainable performance using multidisciplinary, multi-stage, multi-level, and multi-temporal models analyses in various settings across different political geographies. This SI on “Microfoundations of CSR and Sustainable Performance” in the Cross Cultural & Strategic Management journal welcomes rigorous conceptual and empirical contributions that may address, but are not limited to, the following topics:  

  • Does corporate social irresponsibility result in counterproductive employee's work behavior and that in turn to affect firm’s sustainable performance?  

  • Does top manager's cognitive and emotional brain and behavior to engage in corporate social and environmental (ir)responsibility vis-à-vis firm’s sustainable performance? 

  • How do leaders' social values determine a firm's financial, social, and environmental performance in the emerging markets? 

  • How do microfoundations of CSR affect organizational social and environmental performance in entrepreneurial organization? 

  • How do microfoundations of CSR facilitate knowledge co-creation and sharing for firm competitiveness? 

  • How do microfoundations of CSR help acquire and retain human capital for helping firm attain sustainable performance? 

  • How do microfoundations of CSR prevents organizationally undesired job-related behaviors? 

  • How do microfoundations of knowledge management architecture influence firm's social and environmental performance?  

  • How do socially responsible HRM practices affect employee wellness, performance, productivity and that to influence firm’s sustainable performance? 

  • What are general and task-related traits that predispose leaders to engage in CSR job behaviors vis-à-vis firm’s sustainable performance? 

  • What personality traits and motives of leaders influence a firm to be responsive to its social and environmental performance measures? 


Submissions Open: 1 September 2021

Submissions Deadline: 31 December 2021

Submissions to this journal are completed through the ScholarOne submission system. Please view the author guidelines for the journal here

Guest Editors

Sanjay Kumar Singh, Ph.D. is faculty member at School of Business, Maynooth University, Maynooth, Ireland. His research interests include international & strategic HRM, innovation management, knowledge management, sustainability and ethics. Dr. Singh has published in Journal of Business Research, The International Journal of Human Resource Management, Journal of International Management, European Management Review, Asia Pacific Journal of Management, Personality and Individual Differences, Technological Forecasting and Social Change, Journal of Knowledge Management, IEEE Transactions on Engineering Management, and International Marketing Review. Dr. Singh can be reached at [email protected]  

Manlio Del Giudice, Ph. D., is Professor of Management, University of Rome “Link Campus” in Italy. He is affiliated as Research Full Professor of Entrepreneurship and Management at the Paris School of Business, in Paris, France. His research interests include knowledge management, entrepreneurship, technology transfer, and cross-cultural management. Professor Del Giudice has published in Journal of World Business, Journal of Organizational Behavior, Journal of Business Research, Technological Forecasting and Social Change, Journal of Knowledge Management, R & D Management, IEEE Transactions on Engineering Management, The Journal of Technology Transfer, and International Marketing Review. Professor Del Giudice can be reached at [email protected]  

Sir Cary Cooper, Ph.D., is the 50th Anniversary Professor of Organizational Psychology and Health at Professor of Management, Manchester Business School, University of Manchester, UK. Professor Sir Cooper is the world leading authority on health and well-being in the workplace. He was the Founding Editor of the Journal of Organizational Behavior, former Editor of the scholarly journal Stress and Health and is the Editor-in-Chief of the Wiley-Blackwell Encyclopaedia of Management, now in its’ 3rd Edition. He has been an advisor to the World Health Organisation, ILO, and EU in the field of occupational health and wellbeing, was Chair of the Global Agenda Council on Chronic Disease of the World Economic Forum (2009-2010) and served on the Global Agenda Council for mental health of the WEF (2010-2015) and Chair of the Academy of Social Sciences 2009-2015 (comprising 47 learned societies in the social sciences and 90,000 members). Professor Sir Cary Copper can be reached at [email protected]  

Sylvaine Castellano, Ph.D., is Professor, EM Normandie Business School, France. Her research focuses on institutional and competitive dynamics; mainly in the wine and luxury industries. Dr. Castellano research interests relate to reputation, e-reputation, and legitimacy. She is director of research and leads the METIS research laboratory at EM Normandie. Professor Castellano has published in International Entrepreneurship & Management Journal, Technological Forecasting and Social Change, IEEE Transactions on Engineering Management, The Journal of Technology Transfer, and International Studies on Management & Organization. Professor Castellano can be reached at [email protected] 


Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4): 932-968. 

Glavas, A., & Kelley (2014). The effects of perceived corporate social responsibility on employee attitudes. Business Ethics Quarterly, 24: 165–202. 

Gond, J-P, El Akremi, A., Swaen, V., & Babu, N. (2017). The psychological microfoundations of corporate social responsibility: A person-centric systematic review. Journal of Organizational Behavior, 38(2): 225–246.  

Hafenbrädl, S. & Waeger, D. (2017). Ideology and the Microfoundations of CSR: Why Executives Believe in the Business Case for CSR and how this Affects their CSR Engagements. Academy of Management Journal, 60(4): 1582:1606. 

Jones, D. A., & Rupp, D. E. (2014). Social responsibility IN and OF organizations: The psychology of corporate social responsibility among organizational members. In N. Anderson, D. Ones, H. Sinangil, & C. Viswevaran (Eds.), Handbook of industrial, work, and organizational psychology (2nd ed.). NY: Sage. 

Kang, C., Germann, F., & Grewal, R. (2016). Washing Away Your Sins? Corporate Social Responsibility, Corporate Social Irresponsibility, and Firm Performance. Journal of Marketing, 80(2): 59–79 

Lee, E. M., Park, S. Y., & Lee, H. J. (2013). Employee perception of CSR activities: Its antecedents and consequences. Journal of Business Research, 66(10): 1716-1724. 

Mudrack, P. (2007). Individual personality factors that affect normative beliefs about the rightness of corporate social responsibility. Business & Society, 46: 33-62. 

Muller, A., & Kolk, A. (2010). Extrinsic and intrinsic drivers of corporate social performance: Evidence from foreign and domestic firms in Mexico. Journal of Management Studies, 47: 1-26. 

Panagopoulos, N. G., Rapp, A. A., & Vlachos, P. A. (2016). I think they think we are good citizens: Meta-perceptions as antecedents of employees' reactions to corporate social responsibility. Journal of Business Research, 69(8): 2781-2790. 

Rupp, D. E. (2011). An employee-centered model of organizational justice and social responsibility. Organizational Psychology Review, 1: 72-94. 

Rupp, D. E., & Mallory, D. B. (2015). Corporate social responsibility: Psychological, person-centric, and progressing. The Annual Review of Organizational Psychology and Organizational Behavior, 2: 211–236. 

Sharma, S., & Henriques, I. (2005). Stakeholder influences on sustainability practices in the Canadian forest products industry. Strategic Management Journal, 26: 159-180. 

Singh, S. K., Chen, J., Del Giudice, M., & El-Kassar, A. N. (2019). Environmental ethics, environmental performance, and competitive advantage: role of environmental training. Technological Forecasting and Social Change, 146: 203-211. 

Singh, S. K., Del Giudice, M., Chierici, R., & Graziano, D. (2020). Green innovation and environmental performance: The role of green transformational leadership and green human resource management. Technological Forecasting and Social Change, 150, 119762. 

Singhapakdi, A., Lee, D. J., Sirgy, M. J., & Senasu, K. (2015). The impact of incongruity between an organization's CSR orientation and its employees' CSR orientation on employees' quality of work life. Journal of Business Research, 68(1), 60-66.