dc.description.abstract | The influence and position of managers in the enterprise, their personal values play a key role in the organization. In addition to affecting their own attitudes and behaviors, members of the organization and even customers are also affected by the relevant decisions and behaviors made by supervisors based on their value orientations. Therefor, it is important to explore how managers values affect organizational stakeholders, In an organization, employees play a key role in facing customers, and their own ethical and unethical pro-organizational behaviors will have a significant impact on the organization. If employees engage in ethical pro- organizational behaviors, they will bring huge competitive advantages to the organization and promote value co-creation. On the contrary, if employees engage in unethical pro- organizational behaviors, even if the organization will benefit in the short term, it will still has negative impact on the enterprise in the long run, and in order to achieve value co-creation with stakeholders, companies must conduct research on employees and customers who frequently interact with the organization, and explore the impact relationship between each others. In addition, corporate social responsibility has been discussed a lot as a hot topic of corporate sustainable development. It can represent the motivation of the manager′s values to promote strategies, and communicate and cooperate with stakeholders to achieve a win-win situation. It is very suitable as a channel for enterprises to communicate with stakeholders. Therefor, the study can be divided into two stages, In the first stage, observe whether the supervisor′s personal values influence the behavior of employees and further promote customers value co-creation. Second stage, explore whether corporate social responsibility can be used as a channel to convey managers′ values, promote employee value co-creation behaviors, and inhibit unethical pro-organizational behavior.
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In this study, a cross-level analysis was conducted using a hierarchical linear model, Taking the benchmarking companies for implementing corporate social responsibility in Taiwan and the companies that have won awards related to corporate social responsibility as the research objects, Questionnaires were issued for two months. A total of 49 groups of valid questionnaires were distributed, with a total of 1,089 samples. The research results show that although managers′ values cannot directly affect employee behavior, through the implementation of corporate social responsibility, managers can effectively transmit their values to employees, and affect employee pro-organizational behavior. In addition, corporate social responsibility as a mediator variable between manager values and employee behavior has a partially significant effect, in line with the expected results of this study.
The research contributions of this study include the following points: First, the managers′ values do not directly affect the behavior of employees. Most of them affect employees through related methods and strategies through indirect methods. Second, the experimental results confirm that manager values are an important factor affecting the practice of corporate social responsibility, and whether it is the altruistic or egoistic values of managers, they all contribute to the promotion of corporate social responsibility. Third, corporate social responsibility can be used as a key strategy to influence employees, drive employee value co- creation and inhibit unethical pro-organizational behavior. Fourth, corporate social responsibility can be used as anmediator variable of managers′ values and employee value co- creation, representing that managers values affect employee behavior. Fifth, employee value co-creation behavior can indeed drive customer value co-creation behavior and promote the overall development of the enterprise. | en_US |