Impact of corporate social responsibility attributions on employee's extra‐role behaviors: Moderating role of ethical corporate identity and interpersonal trust

Abstract Interest in individual‐level outcomes of corporate social responsibility (CSR) is gaining momentum in academic and managerial circles. This study investigated whether employees attributed different motives to CSR efforts and if these motives influenced employee's extra‐role behaviors (proactivity, knowledge sharing, creativity, and adaptivity). We also tested the moderating role of interpersonal trust and ethical corporate identity on the link between CSR attributions and employee's extra‐role behaviors. Data were collected from 360 employees and 117 supervisors from the hotel industry of Pakistan. Using hierarchical regression analyses, results show that CSR attributions affected employee's extra‐role behaviors. Moreover, interpersonal trust and ethical corporate identity were found to moderate the relationship between CSR attributions and extra‐role behaviors. Directions for future research and implications for practice are discussed.