The impact of corporate social responsibility types on happiness management: a stakeholder theory perspective

• Published in: Management decision Vol. 62; no. 2; pp. 591 - 613
• Main Authors: Mu, Hong-Lei, Xu, Jiang, Chen, Sijing
• Format: Journal Article
• Language: English
• Published: London Emerald Publishing Limited 19-03-2024; Emerald Group Publishing Limited
• Subjects: Consumers; Coronaviruses; Corporate image; COVID-19; Customer services; Employees; Happiness; Influence; ISO standards; Job satisfaction; Purchase intention; R&D; Research & development; Small & medium sized enterprises-SME; Social responsibility; Stakeholders; Strategic management; Spain; Corporate social responsibility; Stakeholder theory; Job satisfaction; Happiness management
• ISSN: 0025-1747; 1758-6070
• DOI: 10.1108/MD-02-2023-0267

PurposeThe main purposes of this research are: first of all, to re-classify the types of corporate social responsibility (CSR) into primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR from the perspective of stakeholders and, second, to investigate empirically how and which types of CSR can better impact employees' job satisfaction and happiness management.Design/methodology/approachAn online self-administered questionnaire was adopted to test the conceptual model. Questionnaires were sent to Chinese employees and restrict the data to those whose companies had experience implementing CSR. The study employed the partial least squares structural equation modeling (PLS-SEM) technique for data analysis using SmartPLS 4.0 software.FindingsFor factors of happiness management, both primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR had significant and positive effects on happiness management. In addition, both primary and secondary stakeholder-oriented CSR positively and significantly affected job satisfaction, with primary stakeholder-oriented CSR way larger than secondary stakeholder-oriented CSR. Job satisfaction, in turn, was positively and significantly associated with happiness management. The results showed that the control variables of gender and education background had significant effects on happiness management.Practical implicationsFirst, the results provide useful empirical evidence in support of the feasibility that firms could develop competitive and sustainable development strategies by paying more attention to CSR practices. In terms of the primary stakeholder-oriented CSR, managers are recommended to put employees' benefits as a priority and invest in the to offer a healthy and safe working environment or employee support programs. In terms of the secondary stakeholder-oriented CSR, managers are suggested to denote parts of earnings to charity and to people in need. Second, in order to create job satisfaction, firms should put a stronger emphasis on CSR practices. When considering job satisfaction, managers should treat their employees in a socially responsible way and fulfill their demands and rights and place this at the core of their CSR activities.Originality/valueFirst, this study makes a contribution to the existing literature by classifying the four important CSR practices into two types from the perspective of stakeholder theory. By incorporating a series of CSR practices and the stakeholder theory, this study provides a comprehensive and reasonable CSR classification, which has not been considered by prior research. Second, this study adds to the literature by defining the construct of happiness management explicitly along with identifying the dimensions of happiness management. Third, to the best of the authors' knowledge, this is one of the first studies exploring the relationship between CSR and happiness management. Finally, this study is among the first to investigate the correlation between job satisfaction and happiness management.