This paper analyzes Corporate Social Responsibility‘s (CSR) influence on employees. We integrate social identity theory and social exchange theory in a new framework. This framework explains how employees‘ perceptions of CSR trigger attitudes and behavior in the workplace which affect organizational, social and environmental performance. This model bridges micro and macro researches on socially responsible behavior, articulates social identification and social exchange processes, and explains how CSR contributes to corporate performance by influencing employees‘ behavior. Key-words Corporate Social Responsibility – Social Exchange – Social Identity – Organizational Performance
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