Journal of Public Relations Research

Rim, Hyejoon; Kim, Katie Haejung; Cho, Moonhee; De Moya, Maria

2024 Journal of Public Relations Research

doi: 10.1080/1062726X.2024.2371879

This study aims to understand how practitioners define and describe corporate engagement with social issues within the larger context of their organization’s social obligations. Semi-structured online interviews were conducted with 20 communication professionals involved in CSA practices of large U.S. corporations. This study proposes an expanded definition of CSA as a part of social impact communication. Additionally, we present a social impact valuation process model, offering an initial theoretical grounding for understanding CSA decision-making processes. The study contributes to public relations literature by extending our understanding of the dynamics of CSA in practice and bridging the gap between practice and theory.

Kim, Yeonsoo; Meganck, Shana

2024 Journal of Public Relations Research

doi: 10.1080/1062726X.2024.2373250

This study advocates an integrative, inside-out approach to Corporate Social Advocacy (CSA), emphasizing the development of robust internal support among employees. It identifies dialogic internal communication (focusing on mutuality and openness) and transformational leadership as key factors, examining their effects on enhancing employees’ advocacy intentions, supportive communication intentions toward the company (positive megaphoning), and trust. These factors were hypothesized to influence employee-related outcomes both directly and indirectly through employee-organization identification. A nationwide online survey with full-time employees was conducted. The findings indicate that dialogic internal communication strengthens employees’ organizational identification, advocacy intentions, positive megaphoning, and trust in the organization. Additionally, transformational leadership positively impacts organizational identification, positive megaphoning, and trust. A significant mediating role of enhanced employee-organization identification was observed. Dialogic communication demonstrated a more substantial impact than transformational leadership in fostering positive employee outcomes. Theoretical and practical implications were discussed.

Park, Keonyoung; Cheng, Yang; Jiang, Hua; Luo, Yunjuan

2024 Journal of Public Relations Research

doi: 10.1080/1062726X.2024.2373252

The interplay between corporate social responsibility (CSR) and employee commitment has been viewed positively. However, the COVID-19 pandemic prompted employees to question the value of their organizations’ CSR initiatives, especially when they are not the direct recipients. This study explores the influence of employees’ ethical judgment of their organizations’ CSR initiatives on employee engagement. Drawing on social exchange theory (SET), a theoretical model was constructed to examine CSR communication during the crisis. Survey data indicates that employees’ favorable ethical assessments of their organization’s CSR efforts during COVID-19 correlate with increased participation in CSR programs, heightened organizational commitment, and a greater propensity to engage in supportive WOM behaviors. The study also shows the mediating roles of employees’ CSR communication engagement and organizational commitment in the nexus between ethical judgment and positive WOM actions. Implications for theory and practice are discussed, underscoring the critical role of ethical judgment in employee communication during unprecedented times.