Abstract
•Internal CSR affects the sub-types of employee-organization relationships differently.•Organization-public dialogic communication about CSR positively affects communal relationship.•Management behaviors that facilitate employee CSR involvement positively affect exchange relationship.•Communal relationship will increase employee’s positive megaphoning and decrease their negative megaphoning behaviors.•Exchange relationship will increase both positive and negative megaphoning behaviors for employees.
This study examines how corporate social responsibility (CSR) communication and management contributes to internal public relationship building and employees’ megaphoning behaviors. Specifically, it investigates how organization-public dialogic communication (OPDC) about CSR and organizational leaders’ facilitation behaviors for employees’ CSR engagement influence employees’ perceptions of two distinct types of organization-public relationships: communal and exchange relationships. Structural equation modeling results of 660 online survey responses suggest that OPDC has a positive association with communal relationships and negative association with exchange relationships. Facilitation behavior positively contributes to exchange relationships. Both communal and exchange relationships are positively associated with employees’ positive megaphoning. Yet, negative megaphoning is negatively linked with communal relationships and positively linked with exchange relationships. This study contributes to the growing body of literature on internal CSR communication and management. More importantly, it uncovers the nuanced effects of CSR on employee-organization communal and exchange relationship building.
