Ahmad, Na eed; Sa minah Samad; Han, Heesup
A icle
Cha ing new e ains: How CSR ini ia i es shape
employee c ea i i y and con ibu e o UN-SDGs in a
knowledge-d i en wo ld
Jou nal o Inno a ion & Knowledge (JIK)
P o ided in Coope a ion wi h:
Else ie
Sugges ed Ci a ion: Ahmad, Na eed; Sa minah Samad; Han, Heesup (2024) : Cha ing new e ains:
How CSR ini ia i es shape employee c ea i i y and con ibu e o UN-SDGs in a knowledge-d i en
wo ld, Jou nal o Inno a ion & Knowledge (JIK), ISSN 2444-569X, Else ie , Ams e dam, Vol. 9, Iss. 4,
pp. 1-18,
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Cha ing new e ains: How CSR ini ia i es shape employee c ea i i y
and con ibu e o UN-SDGs in a knowledge-d i en wo ld
Na eed Ahmad
a
, Sa minah Samad
b
, Heesup Han
c,
*
a
Facul y o Managemen , Depa men o Managemen Sciences, Vi ual Uni e si y o Pakis an, Laho e 54000, Pakis an
b
Managemen Depa men , College o Business Adminis a ion, P incess Nou ah bin Abdul ahman Uni e si y, Riyadh, Saudi A abia
c
College o Hospi ali y and Tou ism Managemen , Sejong Uni e si y, 209 Neungdong- o, Gwangjin-gu, Seoul 05006, Sou h Ko ea
ARTICLE INFO
A icle His o y:
Recei ed 19 Oc obe 2023
Accep ed 28 Augus 2024
A ailable online 20 Sep embe 2024
ABSTRACT
The ela ionship be ween co po a e social esponsibili y (CSR) and employee c ea i i y has become mo e
c i ical han e e o companies, such as in ega ds o he Uni ed Na ions Sus ainable De elopmen Goals
(UN-SDGs) in oday’s knowledge in ensi e economy. This pape aims o examine his ela ionship by empha-
sizing he a ec i e and cogni i e p ocesses ha CSR influences c ea i i y h ough. Ou analysis in Pakis an’s
hospi ali y sec o expands on his by poin ing o he happiness and c ea i e sel -e ficacy o employees as he
media ed a iables in his ela ionship, whe eas polych onici y is he mode a ing a iable. The da a was col-
lec ed om 409 employees wo king in upscale ho els in Laho e, Islamabad, and Ka achi by inco po a ing a
h ee-wa e su ey echnique, which makes he s udy mo e eliable and alid. The analysis was conduc ed
using SMART-PLS so wa e, which is e ec i e in ega ds o analyzing complex models and is bes sui ed o
explo a o y esea ch. The findings show ha CSR can boos employee c ea i i y, which is a key d i e in
ega ds o a aining he UN-SDGs, when i is inco po a ed in a genuine manne . This s udy p o ides app o-
p ia e heo e ical ex ensions by connec ing CSR and c ea i i y wi h he emo ional and cogni i e a iables,
which con ibu es o he exis ing li e a u e ega ding how CSR ini ia i es can os e inno a ion. This s udy
o e s ecommenda ions o o ganiza ions ha a e in e es ed in p omo ing c ea i i y among hei s a and
con ibu ing o global sus ainabili y. We a gue ha inc easing he posi i e emo ional clima e and enhancing
he pe cei ed c ea i i y o change o employees a e he s a egies ha would help in ega ds o ad ancing
sus ainable and inno a i e p ac ices, which is consis en wi h he no ion ha CSR is bes aligned wi h he
UN-SDGs. These findings p o ide a s ong a ionale in ega ds o linking CSR wi h an o ganiza ion’s s a egic
goals and objec i es in o de o c ea e sus ainabili y as well as p omo e inno a ion. This s udy highligh s he
ole o CSR in ega ds o s imula ing change and building solu ions ha espond o he global aspi a ion o
sus ainable de elopmen .
© 2024 The Au ho (s). Published by Else ie España, S.L.U. on behal o Jou nal o Inno a ion & Knowledge.
This is an open access a icle unde he CC BY-NC-ND license
(h p://c ea i ecommons.o g/licenses/by-nc-nd/4.0/)
Keywo ds:
Knowledge-based economy
Inno a ion and c ea i i y
Sus ainable de elopmen goals
Co po a e social esponsibili y
Emo ions, Cogni ion
JEL code:
M14
J21
J54
In oduc ion
The Uni ed Na ions Sus ainable De elopmen Goals (UN-SDGs)
a e he wo ld’s la ges plan o ac ions ha a e aimed a ackling he
mos u gen p oblems o he con empo a y wo ld by 2030. The UN-
SDGs a e comp ehensi e, because hey add ess 17 goals, which
include po e y, hunge , inequali y, en i onmen , wo ld peace, and
jus ice. These goals ep esen a global appeal in o de o e adica e
po e y, p o ec he ea h, and os e sus ainable de elopmen o all.
They a e in eg a ed wi h economic de elopmen , social jus ice, and
en i onmen al p ese a ion (Uni ed Na ions, 2015). The UN-SDGs
a e ex e nal objec i es as well as in e nal elemen s ha align sus ain-
abili y concep s wi h an o ganiza ion’s compe i i eness and de elop-
men in he con ex o a knowledge-based economy (Ahmad, Samad
& Mahmood, 2024;Ramak ishna e al., 2022). Fo example, Goal 8 is
linked o decen wo k and economic g ow h, which is o p ima y
conce n o o ganiza ional p ac ices, whe eas Goal 9 ocuses on indus-
y, inno a ion, and in as uc u e, which means ha inno a ion is
impo an in he knowledge economy. Goal 12, which is abou
esponsible consump ion and p oduc ion, and Goal 13, which is
abou clima e ac ion, pu he ocus on he need o es ablish and p ac-
ice sus ainable business models ha ha e low impac s on he en i-
onmen and e ficien ly use esou ces.
Employee c ea i i y is one o he leading o ces in he con ex o a
sus ainable and inno a i e app oach (Ahmad e al., 2022b). I d i es
o ganiza ional inno a ion and compe i i eness (Bin Saeed e al.,
* Co esponding au ho .
E-mail add esses: [email p o ec ed] (N. Ahmad), [email p o ec ed]
(H. Han).
h ps://doi.o g/10.1016/j.jik.2024.100557
2444-569X/© 2024 The Au ho (s). Published by Else ie España, S.L.U. on behal o Jou nal o Inno a ion & Knowledge. This is an open access a icle unde he CC BY-NC-ND license
(h p://c ea i ecommons.o g/licenses/by-nc-nd/4.0/)
Jou nal o Inno a ion & Knowledge 9 (2024) 100557
Jou nal o Inno a ion
&Knowledge
h ps://www.jou nals.else ie .com/jou nal-o -inno a ion-and-knowledge
2019;Guo, Ahmad, Adnan, Scholz & Na eed, 2021), and i also ans-
o ms in o he key enable in ega ds o aligning business p ac ices
owa ds achie ing he UN-SDGs. Inno a i e minds, which a e capable
o c ea ing dis up i e solu ions and an icipa ing ma ke shi s, enable
o ganiza ions in o de o e ec i ely na iga e he challenges o
o ches a ing business ac i i ies acco ding o sus ainable de elop-
men goals (Chaudha y e al., 2018). Some examples include Google’s
20% ime and Apple’s s ic emphasis on c ea i i y unde S e e Jobs,
which demons a e he impo ance o inno a ion in ega ds o
achie ing and main aining business success and insinua ing he pos-
sibili y o di ec ing hese inno a ions owa ds sus ainabili y. Solu-
ions in hese c ea i e con ex s ha align wi h one o mo e o he
SDGs may be disco e ed, which suppo o ganiza ional objec i es as
well as con ibu e o global imp o emen . o he ques ion ega ding
how o es ablish he b and’s indi iduali y wi hin a amewo k o
s anda d p ocedu es and p ac ices is e en mo e acu e in he hospi al-
i y indus y con ex , which is whe e sus ainabili y and inclusi eness
aligned wi h he UN-SDGs a e becoming impe a i e (Ahmad, Ahmad
& Siddique, 2024;Ahmad, Ahmad and Siddique, 2024). The a chi ec-
u e o design o ho els and es au an s a e s ill i al, which a e easily
imi able. This unde lines he c i ical impo ance o encou aging
c ea i i y in he wo kplace, which b ings abou di e en ia ion as
well as could also easibly pa icipa e in a ious SDGs, such as
Goal 8 and Goal 12. Employees wi h p o ound ole comp ehen-
sion a e eady o c ea e mo e and do i uniquely while adhe ing
o he p inciples o sus ainabili y. Fo example, a concie ge migh
p o ide a cul u al ou o he ci y, which di ec ly impac s Goal 11
and Goal15, such as ou ing sus ainable communi ies and li e on
land. A che may also ec ea e a amilia dish wi h locally-sou ced
ing edien s ha a e also sus ainable, which co esponds o Goal 2
o ending hunge and Goal 12 o esponsible consump ion and
p oduc ion. These ypes o inno a ions a e in ac di ficul o
compe i o s o emula e, bu hey also s eng hen he hospi ali y
sec o ’s ad ocacy o he UN-SDGs, which is whe e he e is com-
pe i ion in he indus y and mos p oduc s look simila (Ahmad
e al., 2023). The sus ainable and c ea i e oo p in s o employees
open he doo s o bo h compe i i eness and esponsibili y o he
global en i onmen .
The alue o employee c ea i i y is unde s ood in oday’s o gani-
za ions, and ha nessing i is complex. The adi ional managemen
echniques s uggle wi h he in insic na u e o c ea i i y (Khaddam
e al., 2023). They do no always spu c ea i i y, e en hough mone-
a y ewa ds boos p oduc i i y. S udies, such as Amabile e al.
(2012) sugges hey migh e en hinde i . O ganiza ional cul u e also
plays a pi o al ole. C ea i i y needs isk ole ance and he accep-
ance o ailu e, bu he sho - e m goals o fi ms and isk a e sion
hinde he p og ess o i (Muelle , Melwani & Goncalo, 2012). The
UN-SDGs highligh collabo a ion, bu he siloed na u e o o ganiza-
ions o en obs uc s in e disciplina y in e ac ions. T aining can
in oduce ools o c ea i i y, bu mindse shi s ake ime (Sco , Le -
i z & Mum o d, 2004). Leade ship s yles, such as he inno a ion-
iendly ans o ma ional e sus he es ic i e au oc a ic impac
employee c ea i i y (Rafique e al., 2022). O ganiza ional cul u e
defines how eely c ea i e ideas a e exp essed (Ak am e al., 2020).
Co po a e social esponsibili y (CSR) has ecen ly influenced
employee beha io , such as when eflec ing he UN-SDGs (Low e al.,
2020). Fo ins ance, fi ms ha emphasize sus ainabili y migh see
employees p oac i ely sugges ing eco- iendly inno a ions. This
esea ch explo es he link be ween CSR and employee c ea i i y. This
is c ucial, because mo e companies adop CSR as a co e s a egy. Rec-
ognizing i s impac on c ea i i y can o e hem a compe i i e ad an-
age. Ha nessing employee c ea i i y can lead o significan
inno a ions, which p o ide endu ing s a egic benefi s (AlKayid e
al., 2023). Employees seek pu pose in ega ds o hei oles as CSR
g ows in p ominence (Ahmad, Han & Kim, 2024;Ga idoRuso e al.,
2022). Ma ying his pu pose-d i en app oach wi h a c ea i e
exp ession can os e mu ual benefi s o bo h he o ganiza ion and
i s employees. This s udy aims o deepen he unde s anding o CSR’s
comp ehensi e ad an ages, which efine he ongoing discou se in
o de o deli e p ac ical insigh s o businesses, by examining c ea-
i i y wi hin he CSR con ex .
S uc u al elemen s wi hin o ganiza ions play a subs an ial ole in
ega ds o shaping en i onmen s ha a e conduci e o inno a ion
(Peng e al., 2023). Howe e , a seminal aspec is he p o ound influ-
ence o human emo ions and cogni ions on a ange o a i udes and
beha io s. These emo ional and cogni i e aspec s ac as ca alys s in
ega ds o de e mining how indi iduals pe cei e hei su oundings
as well as also in how hey espond o o ganiza ional p ac ices. The
expanding field o esea ch on emo ions and cogni ion in o ganiza-
ional beha io sugges s ha human eelings and hough s play pi -
o al oles in ega ds o influencing ou comes, such as job sa is ac ion
(D ee , 2021;Wei e al., 2020), commi men (K oll, DeHa -Da is &
Vogel, 2019;Ten Hoe e, B ouwe & Kunnen, 2020), and c ea i i y,
which is impo an o ou esea ch. O ganiza ions can lay he
g oundwo k o inno a ion in he con ex o CSR, bu he essence o
how and why CSR can kindle employee c ea i i y can be aced
back o hese deeply human elemen s. We p opose a dual medi-
a ing mechanism in ligh o his in o de o elucida e he unde ly-
ing logic. On one hand, he e is happiness, which is an emo ional
ac o ha is bo n ou o posi i e o ganiza ional p ac ices, such as
CSR (Bibi e al., 2022). Happy employees end o iew challenges
h ough a mo e op imis ic lens and app oach asks wi h wide
and mo e di e gen hinking pa e ns (Khan e al., 2022). This
emo ional s a e o well-being and sa is ac ion boos s mo ale and
opens doo s o inno a i e hinking. On he o he hand, we ha e
c ea i e sel -e ficacy, which is a cogni i e ac o (Bandu a, 1977).
C ea i e sel -e ficacy e e s o an indi idual’s belie in hei capa-
bili y in ega ds o p oducing c ea i e ou comes (Tie ney e al.,
2002). Employees may de elop a g ea e belie in hei c ea i e
abili ies, which d i es hem o push bounda ies and hink ou side
he box, wi h CSR ac i i ies showing an o ganiza ion’scommi -
men o e hical and socie al alues.
Wha magnifies o diminishes he impac o CSR on hese media-
o s? We in oduce polych onici y as a mode a ing a iable in his
s udy. Polych onici y o he ex en ha people p e e o simul a-
neously engage in mul iple asks simul aneously (Szamei a e al.,
2019) can ei he enhance o a enua e he e ec o CSR on employee
happiness and c ea i e sel -e ficacy. Fo ins ance, employees wi h
high polych onici y migh app ecia e CSR e o s ha ca e o mul i-
ple s akeholde s, which leads o heigh ened happiness and bols e ed
sel -e ficacy. Employees wi h low polych onici y migh con e sely
eel o e whelmed o dis ac ed, which dilu es he po en ial posi i e
e ec s o CSR. The o ganiza ional se ings, such as CSR p o ide he
ounda ion, bu he in e play o human emo ions and cogni ions,
which a e mode a ed by ac o s, such as polych onici y, shapes he
ue essence o c ea i i y wi hin o ganiza ions. We p esen a holis ic
amewo k ha s esses he mul i ace ed pa hways ha CSR can
spu c ea i i y h ough by unde s anding and acknowledging his
in e ac ion.
U ilizing Pakis an’s hospi ali y sec o o ou s udy di ec ly con-
nec s wi h he UN-SDGs, such as in pa icula Goal 6, which in ol es
decen wo k and economic g ow h, and Goal 12, which includes
esponsible consump ion and p oduc ion. The hospi ali y indus y is
acing di e en ia ion, so in eg a ing he e hos o he SDGs can p o-
ide a s a egic edge. Inno a i e and sus ainable se ice deli e y
aligns wi h he wo ld’s d i e o p omo e sus ainable ou ism ha c e-
a es jobs and p omo es local cul u e and p oduc s. Pakis an’s eme g-
ing s a us as a ou ism des ina ion places i in a s a egic posi ion in
o de o con ibu e o he ealiza ion o he UN-SDGs. In eg a ing
CSR, which is closely aligned wi h he SDGs, is beneficial as well as
essen ial o long- e m sus ainable g ow h. We specifically ocus on
employees in he upscale ho els in he ci ies o Ka achi, Laho e, and
N. Ahmad, S. Samad and H. Han Jou nal o Inno a ion & Knowledge 9 (2024) 100557
2
Islamabad in Pakis an. Fu he mo e, he da a was collec ed by using a
h ee-wa e su ey, and he analysis was conduc ed wi h he help
o he SMART-PLS so wa e in o de o handle complex models
and he explo a o y esea ch. I is belie ed ha his me hod ena-
bles us o es he mode a ed media ion model o happiness and
c ea i e sel -e ficacy on he CSR-c ea i i y link wi h polych onic-
i y as he mode a o . I was expec ed ha ou esea ch findings
would show ha i CSR was u h ully and genuinely inco po-
a ed ha i can boos employee c ea i i y, which is a c i ical key
in ega ds o a aining he UN-SDGs. I is hypo hesized ha hap-
piness and c ea i e sel -e ficacy will be media ed in he ela ion-
ship be ween CSR and c ea i i y, whe eas polych onici y will
mode a e hese media ed pa hs. The findings e eal he need o
main ain a posi i e emo ional clima e and s eng hen he confi-
dence o employees in hei c ea i i y as he key o sus ainable
and inno a i e o ganiza ional solu ions.
This s udy aims o b idge he ollowing knowledge gaps in he
exis ing li e a u e. Fi s , he e is a clea delinea ion in he app oach
aken by CSR schola s. On one hand, some esea che s spo ligh ed
he ole o human emo ions in ega ds o guiding a i udinal and
beha io al ou comes ha a e ela ed o CSR (Ba aka e al., 2016;
Klimkiewicz e al., 2017). Ano he ac ion in con as in en ly ocused
on cogni i e p ocesses and belie s by in es iga ing hei media ion in
he CSR-employee beha io ela ionship (Lin, Liu & Lin, 2022;Mah-
mud e al., 2023). The po en ial syne gy o emo ions and cogni ion,
which is in ica ely in e wo en in human psychology, has been
la gely o e looked, which c ea ed a significan heo e ical oid. This
esea ch fills he exis ing gaps by examining bo h he emo ional and
cogni i e media o s in he CSR-c ea i i y link. The s udies o a ec i e
and cogni i e p ocesses a e adi ionally sepa a ely in es iga ed
om each o he . Ou s udy also fills he gap in he li e a u e ha con-
ce ns he UN-SDGs om he indi idual c ea i i y pe spec i e, and i
o e s a mic o-le el pe spec i e, which is missing in he li e a u e on
mac o-le el o ganiza ional inno a ion.
Second, g ass oo s c ea i i y, which is also he indi idual’s inhe -
en inno a i e spa k, has no ecei ed an adequa e amoun o a en-
ion despi e i s significance, such as in he con ex o he UN-SDGs
and mo e specifically wi h Goal 9, which in ol es indus y, inno a-
ion, and in as uc u e. The mac o pe spec i e o o ganiza ional
inno a ion has o e shadowed he mic o, which is he indi idual-cen-
ic pe spec i e ha is i al o a holis ic unde s anding o inno a ion
in he o ganiza ional con ex . Thi d, he socio-cul u al dimension,
such as in he con ex o de eloping na ions like Pakis an emains
unde - esea ched. The communal alues and adi ions o hese
ypes o coun ies p esen a unique se ing in ega ds o s udying he
ecep ion and impac o SDG-aligned CSR ini ia i es. The dynamics in
hese con ex s significan ly di e om he dynamics in de eloped
na ions, which o e ich insigh s in o he CSR-employee ela ionship.
Las ly, he emphasis on employee c ea i i y is indispu able in se ice
indus ies ha a e cha ac e ized by in angibili y and human in e ac-
ions. Howe e , how his c ea i i y aligns wi h and con ibu es o he
ealiza ion o SDGs, such as SDG 12, which in ol es esponsible con-
sump ion and p oduc ion, and SDG 11, which includes sus ainable
ci ies and communi ies, has been sca cely explo ed. The ole o indus-
y dis up o s, who ha ness c ea i i y in o de o edefine sec o s as
well as also p omo e SDGs, p o ides a compelling case o u he
in es iga ions. Ou s udy ca es a niche in he exis ing li e a u e,
which o e s a comp ehensi e unde s anding o CSR’s mul i-dimen-
sional impac on employee beha io s and a i udes, by add essing
hese heo e ical gaps.
The pape is o ganized as ollows. Fi s , we e iew he ele an li -
e a u e and hypo heses. We hen desc ibe he me hodology, which
includes he da a collec ion p ocess and analysis ools. A e ha , we
p esen he expec ed esul s o ou s udy. Finally, we discuss he
an icipa ed implica ions o ou findings o heo y and p ac ice and
conclude wi h sugges ions o u u e esea ch.
Li e a u e e iew and hypo heses
We adop ed a heo e ical amewo k ha in eg a es he pos u-
la es o he social exchange heo y (SET) and he social iden i y he-
o y (SIT) in his esea ch in o de o jus i y he hypo hesized
ela ionship be ween CSR and employee c ea i i y. This app oach
enables p ac i ione s o look a he a ec i e and cogni i e ou es ha
CSR influences he c ea i i y o employees, which p o ides a holis ic
iew o his ela ionship. Acco ding o SET, social beha io is a unc-
ion o an exchange p ocess ha seeks o achie e maximum gains a
a minimal cos (Blau, 1964;Homans, 1958). Employees conside CSR
ac i i ies as an o ganiza ion’s con ibu ions owa ds hei wel a e in
he con ex o CSR, so hey eel ha hey owe he o ganiza ion posi-
i e esponses, such as an inc ease in c ea i i y. Chaudha y e al.
(2018) and Abdelmo aleb e al. (2018) also back his no ion by show-
ing how CSR enhances employee c ea i i y h ough wo k engage-
men and pe cei ed o ganiza ional suppo .
SIT is cen e ed on he no ion ha g oup membe ship de e mines
an indi idual’s sel -iden i y and subsequen beha io (Taj el, 1978).
CSR ac i i ies can also inc ease he o ganiza ional iden ifica ion o
employees, which in u n can spu hem in o suppo ing o ganiza-
ional goals, which include he use o c ea i i y. S udies ha we e
conduc ed by Ahmad e al. (2023) and Gulli o e al. (2023) demon-
s a e how CSR ac ions posi i ely a ec he happiness o employees
and hei sense o iden ifica ion wi h he o ganiza ion, which p o-
mo e c ea i i y. The in eg a ion o SET and SIT p o ides a comp e-
hensi e amewo k in ega ds o analyzing he a ional and a ec i e
mechanisms ha CSR influences he c ea i i y o employees h ough.
SET o ms he basis in ega ds o analyzing how CSR ac i i ies, which
a e conside ed as o ganiza ional capi al, and SET encou age he
employees o exhibi mu ual c ea i e wo k. SIT builds on his by
desc ibing how CSR ac i i ies inc ease he iden ifica ion o employees
wi h he o ganiza ion in o de o encou age hem o pe o m c ea i e
wo k. An indi idual is able o explo e he a ec i e, which is happi-
ness, as well as also he cogni i e, which is c ea i e sel -e ficacy,
mechanisms ha CSR influences c ea i i y among wo ke s by
using his mul iple heo e ical lens. I e eals he media ing e ec o
polych onici y in his ela ionship, which he eby p o ides a mo e
comp ehensi e pe spec i e ega ding how a ious employee cha ac-
e is ics a ec he ou comes o CSR p og ams.
Hypo heses
Se e al s udies es ablished he link be ween CSR and c ea i i y in
he cu en li e a u e (Gonz
alez-Ramos, Guadamillas & Dona e, 2023;
Hu e al., 2022). Abdelmo aleb e al. (2018) also e ealed ha indi id-
uals who wo k a an o ganiza ion ha is conside ed socially esponsi-
ble end o be c ea i e. I does his, because CSR ac i i ies a e ela ed
o he pe cep ion ha employees who pa icipa e in hese ypes o
p ac ices ecei e adequa e suppo om he o ganiza ion. which
hey ha e posi i e eelings owa ds. Chaudha y e al. (2018) also
showed ha wo k engagemen media es he ela ion be ween CSR
and c ea i i y, which implies ha he implemen a ions o CSR posi-
i ely impac he engagemen le el o employees, which in u n
esul s in inc eased c ea i i y.
O ganiza ions also decla e hei adhe ence o global issues and
hus synch onize wi h he alues and belie s o employees by adop -
ing UN-SDGs in he CSR policies o o ganiza ions (Blago e al., 2021).
Acco ding o he cu en li e a u e, in eg a ing CSR wi h UN-SDGs
se es as a highly e ec i e app oach ha can mobilize a sense o
iden i y and p ide in he wo k o ce (Pham, Dhi & Guillome , 2022;
S ombelli, 2020). The UN-SDGs co e all majo p oblems o socie y,
which include po e y, inequali y, and en i onmen al deg ada ion,
so he wo k o ce eels hey ha e a noble cause in ega ds o pu suing
i hey eel hei o ganiza ion is aligned wi h hese global goals.
Acco ding o he SET, when o ganiza ions link hei CSR wi h he
N. Ahmad, S. Samad and H. Han Jou nal o Inno a ion & Knowledge 9 (2024) 100557
3
globally accep ed and app ecia ed UN-SDGs, he pe cei ed alue o
hese social ini ia i es hen imp o es (Whi ingham, 2021). Employ-
ees who ealize his inc eased le el o social obliga ion migh ha e
inc eased obliga ions o ecip oca e, which include inc eased o gani-
za ional commi men o c ea i i y (Ma kopoulos e al., 2021). CSR
p ocesses a e seen as o ganiza ional capi al whe e he employee
esponds h ough c ea i e con ibu ions in he con ex o he SET. On
he o he hand, SIT pos ula es ha CSR ini ia i es benefi an o gani-
za ion, since hey inc ease he sense o iden ifica ion o employees
wi h he o ganiza ion, which encou ages hem o ac i ely engage in
he o ganiza ion’s CSR p og ams in o de o main ain i s posi i e
image. The oppo uni y ha is c ea ed by ecip oci y as a esul o
CSR p ac ices ha a e aligned wi h he UN-SDGs can esul in
inc eased employee c ea i i y in ega ds o he SET. CSR- ela ed
ac i i ies os e a clima e o easonable mu ual ewa d, and employ-
ees pe cei e hese ypes o ac i i ies o be in he in e es o he fi m,
hemsel es, and socie y a la ge (S azzullo e al., 2023). The align-
men o pe sonal alues wi h o ganiza ional goals, such as when
hese goals eflec he lo y ambi ions o he UN-SDGs migh ins ill a
p o ound sense o pu pose in employees. This heigh ened sense o
pu pose, which is emphasized by schola s, such as Amabile (1996),is
o en a p ecu so o inc eased in insic mo i a ion, and enhanced
c ea i i y by ex ension. Employees commi men o inno a i ely u -
he ing i s mission in ensifies when hey pe cei e ha hei o gani-
za ion is a p oac i e con ibu o o global challenges. We p opose he
ollowing hypo hesis, which conside ed he insigh s abo e and he
significance o UN-SDGs in he cu en CSR landscape.
H1. CSR ini ia i es aligned wi h he Uni ed Na ions Sus ainable
De elopmen Goals a e posi i ely ela ed o employee c ea i i y.
Rela ionships a e undamen ally ancho ed on he p emise o eci-
p oci y, which d aws on he ene s o he SET (Chiu e al., 2022;
Ghah a ani, Sheikhmohammady & Ros ami, 2020). When o ganiza-
ions, such as he UN-SDGs unde ake CSR ini ia i es, such as o gani-
za ions ha a e in cong uence wi h global benchma ks in he con ex
o he co po a e wo ld, hey a e ex ending beyond o dina y ansac-
ional engagemen s wi h hei employees. They a e ins ead en e ing
in o a deepe and ela ional con ac . Employees pe cei e hese ypes
o CSR ini ia i es as an embodimen o he o ganiza ion’s commi -
men o socie al wel a e and a b oade e hical amewo k (Ahmad e
al., 2021;Zhang e al., 2021). This shows he o ganiza ion’s bene o-
lence as well as also se s he s age o a ecip ocal ela ionship.
Employees o en eel a heigh ened sense o loyal y, commi men , and
happiness in ega ds o he o ganiza ion’s al uis ic endea o s. The
logic is simple bu p o ound. Employees eel ca ed o and alued
when o ganiza ions ca e o he wo ld, which amplifies hei emo-
ional connec ion and happiness.
The e is a sense o pe sonal en ichmen in ega ds o unde s and-
ing ha e en i ial daily ac i i ies se e g ea e and i uous pu -
poses ha ad ance he wel a e o people o he wo ld as a whole.
These findings make a di ec link wi h a highe pu pose by conside -
ably aising he le els o happiness among employees (Bibi e al.,
2022). S udies show ha o ganiza ions ha a e commi ed o CSR
p omo e a good wo k cul u e sys em o eamwo k in mos cases as
well as espec in a managemen sys em and a sha ed ision (Kim,
Hu & Lee, 2023). This ype o an en i onmen gene ally inc eases he
le el o happiness, because hei e o s a e di ec ed owa ds some-
hing wo hwhile and laudable in he eyes o he wo ke s (Ha ami e
al., 2024). The commi men o CSR ini ia i es is highly cen al in
ega ds o boos ing he happiness o he employees especially wi h
CSR ini ia i es ha a e commi ed o he esolu ion o gene al social
and en i onmen al issues (Espasandín-Bus elo, Ganaza-Va gas &
Diaz-Ca ion, 2021).
The SIT also expands on how CSR influences he happiness o he
employees h ough he e ec s o o ganiza ional iden ifica ion. The
highe he pe cei ed o ganiza ional iden ifica ion is wi h he
o ganiza ional alues, he highe he le el o iden i y, because hey
a e socially esponsible and commi ed o global sus ainabili y goals
(Jeong, Kang & Choi, 2022). This enhanced iden ifica ion leads o
highe p ide and sa is ac ion, which he employee enjoys and makes
he employee happie . Ha ami e al. (2024) e ealed ha CSR helps in
ega ds o building he o ganiza ional commi men o employees,
which in u n imp o es hei le el o happiness. The combina ion o
he SET and SIT he e o e allows o cla ifica ion o he impac o CSR
ac i i ies ha a e ela ed o he company’s adhe ence o he UN-
SDGs ega ding sa is ac ion indica o s among i s employees. The SET
highligh s he mu ual ela ionship be ween CSR and he eelings o
employees in his con ex , whe eas he SIT add esses he ole o iden-
ifica ion in ega ds o os e ing happiness. This wo old heo e ical
amewo k o e s he bes explana ion ega ding how CSR ini ia i es
change employee sa is ac ion le els and a fi ms he hypo hesis ha
CSR ini ia i es, such as he ini ia i es ha aimed a ulfilling he UN-
SDG, which ha e a posi i e impac on he le els o employee happi-
ness. As a esul , ollowing hypo hesis is pos ula ed.
H2. CSR ini ia i es, such as he goals ha a e aligned wi h he Uni ed
Na ions Sus ainable De elopmen Goals significan ly enhance
employee happiness.
Se e al o he p e ious s udies poin ed ou he ela ionship
be ween happiness and c ea i i y in di e en esea ch domains
(Kawakubo e al., 2019;Khan e al., 2022). Happy people a e mo e
neu o-plas ic, which means hey a e mo e adap able and can lea n
as e (Isen, Daubman & Nowicki, 1987). This leads o di e gen
hinking, because i encou ages employees o hink in di e en ways
and come up wi h di e en solu ions o he same p oblem. Fu he -
mo e, he posi i e e ec ha a ises om happiness inc eases in insic
mo i a ion (Amabile e al., 2005). A sel -mo i a ed pe son who is
endowed wi h he cogni i e benefi s o happiness becomes a co e o
c ea i i y (Bani-Melhem, Ze ane & Albai y, 2018). In addi ion, happi-
ness also helps in ega ds o p o ec ing an indi idual om o he
ad e si ies in he wo kplace. Emo ionally con en employees na i-
ga e challenges, unce ain ies, and se backs wi h enhanced esilience
(Naseem, 2018). This buoyancy os e s a isk- aking a i ude, which is
pi o al o g oundb eaking c ea i e endea o s. I is appa en om
d awing on hese insigh s in conjunc ion ha os e ing happiness is a
mo al impe a i e o o ganiza ions as well as a s a egic mo e o
d i e inno a ion as an ou come o employee c ea i i y.
High le els o happiness among employees enhance hei c ea i -
i y, which is a phenomenon ha SET and SIT can ully explain. The
enhanced le el o happiness leads he employees o ha e a posi i e
pe cep ion o he ela ionship o he o ganiza ion acco ding o he
SET. This posi i e emo ional s a e c ea es a eeling o payback in he
o m o beha io s in he o ganiza ion’s in e es , such as c ea i i y
(Chen, Chang & Lin, 2018). Happiness leads o c ea ing an ideal psy-
chological clima e ha inc eases an indi idual’s abili y o hink, sol e
p oblems, and accep changes, which a e all essen ial ac o s in
ega ds o c ea i i y. Fo example, Di
zy _
e, Ka
ce auskas and Pe minas
(2021) epo ed ha posi i e emo ions like happiness, enhance c ea-
i e pe o mance. Essen ially, he in e ac ions be ween he o ganiza-
ion and i s employees a e ansac ions ha can be weighed in e ms
o pe cei ed benefi s and losses (Ngo e al., 2020). Employees eel al-
ued and app ecia ed when hey eap angible and in angible ewa ds
om hei o ganiza ion, such as h ough meaning ul CSR ini ia i es
(Lee, 2021). This pe cep ion u he os e s eelings o us , commi -
men , and sa is ac ion. Employees o en seek ways in o de o ecip-
oca e posi i e ea men , which is a na u al consequence o his
exchange. One o he mos p o ound o ms o ecip oca ion in his
con ex is h ough enhanced wo k pe o mance, which is whe e c e-
a i i y shines as a s andou me ic (Li, Zhang & Liu, 2021). A nu u ing
and suppo i e o ganiza ion, which is p o en by i s commi men o
socie al alues h ough CSR, ca alyzes an en i onmen whe e
employees eel a sense o happiness and belonging. This emo ional
N. Ahmad, S. Samad and H. Han Jou nal o Inno a ion & Knowledge 9 (2024) 100557
4
s a e is epheme al, and i deeply impac s cogni i e and beha io al
dynamics.
SIT o e s an addi ional iew on he ma e by ocusing on o gani-
za ional iden ifica ion in he ela ionship be ween happiness and c e-
a i i y. Se e al s udies show ha happy employees wi h s ong
o ganiza ional iden ifica ion a e likely o engage in beha io s ha
a e a o able o he o ganiza ion’s goals and alues (S e s e al.,
2016). This iden ifica ion b ings abou a posi i e pe cep ion o he
sel , which has a posi i e mo i a ional e ec on indi iduals as much
as c ea i e ac i i ies a e conce ned. He schko, Knabe and Sch€
ob
(2020) ound his iew alid by p o ing ha happy employees a e
mo e inclined o exhibi c ea i e beha io s. I is possible o unde -
s and ha happiness inc eases he quali y o he exchange ela ion-
ship be ween employees and he o ganiza ion and he ex en o he
iden ifica ion o employees wi h an o ganiza ion by inco po a ing
he SET and SIT. This wo- old impac enhances he in insic mo i a-
ion o employees and hei cogni i e capaci y, which esul s in
inc eased c ea i i y. Hence, inc eased le els o happiness among
employees inc ease hei c ea i i y o a g ea ex en , which is heo-
ized by bo h he SET and SIT. As a esul , we consequen ly posi he
ollowing hypo hesis.
H3. Ele a ed le els o happiness among employees significan ly
ampli y hei c ea i e con ibu ions.
The pa hway om CSR ini ia i es o enhanced employee c ea i -
i y is no always di ec in an o ganiza ional con ex (Ahmad, Donia &
Shahzad, 2019;Hu , Moon & Ko, 2018;Shao e al., 2022). Happiness,
which is an emo ional ac o , has a media ing e ec on he ela ion-
ship be ween CSR and employee c ea i i y. He schko e al. (2020)
unde sco e he need o manage happiness h ough CSR ac i i ies.
The s udy’sfindings e eal ha he employees who a e in ol ed in
co po a e olun ee ing a e happy, and he enhancemen o hei hap-
piness imp o es hei c ea i e pe o mance. Addi Muqi (2022) also
obse ed ha he posi i e e hical con ex ha is es ablished by CSR
ac i i ies inc eases he le el o happiness o he employees, which
inc eases hei c ea i i y. An unde pinning o his ela ionship can be
explained wi h he help o he SET and SIT. The pa hway, which is
deeply oo ed in he p emises o he SET, sugges s a deepe unde -
s anding o he ecip oci y o emo ional and cogni i e exchanges in
he wo kplace (Cloa ec, Meye -Waa den & Munzel, 2019). Acco ding
o he SET, CSR ac i i ies o an o ganiza ion a e pe cei ed by he
employees as capi al in es ed in hem and socie y. This pe cep ion
gene a es posi i e emo ions, such as happiness, and i elici s posi i e
beha io om employees, such as c ea i i y. Employees who expe i-
ence posi i e emo ions om hei o ganiza ional CSR ini ia i es a e
likely o exhibi c ea i i y in hei wo k in o de o pay back he o ga-
niza ion. This ac is confi med by Chen e al. (2018). They show ha
employee happiness imp o es c ea i i y by employing he SET pe -
spec i e. The SIT suppo s his unde s anding wi h a ocus on how
CSR ini ia i es boos he iden ifica ion o employees wi h he o gani-
za ion, which in u n p omo es happiness and c ea i i y. When
employees ha e a posi i e pe cep ion o hei o ganiza ion’s social
esponsibili y and commi men o sus ainabili y, hei o ganiza ional
iden ifica ion inc eases, which esul s in enhanced happiness. This
inc eased le el o happiness, which s ems om a s ong iden ifica ion
wi h he o ganiza ion, leads o c ea i e con ibu ions by he employ-
ees owa ds he success o he o ganiza ion.
O ganiza ions ansmi a signal o mo al in eg i y and socie al
commi men when hey ac i ely engage in CSR ini ia i es (Xu e al.,
2022). Employees o en equa e he o ganiza ion’s alues wi h hei
own when hey in e p e hese signals, which os e s an emo ional
bond. This bond is no a one-dimensional exchange o se ices o
wages bu a deepe and mo e p o ound exchange o alues, us , and
emo ional engagemen , which is in line wi h he c ux o he SET
(Bi ch, Chiang & Van Esch, 2016). When employees pe cei e ha
hei o ganiza ions as socially esponsible, hey eel a su ge o p ide,
sa is ac ion, and happiness (Onkila, 2015). The emo ion o happiness,
which is o en pe cei ed as an end in i sel , plays a ans o ma i e
ole in he cogni i e p ocesses o employees. Happie employees a e
con en as well as cogni i ely en iched. Thei hough p ocesses a e
mo e expansi e, open o assimila ing di e se pe spec i es, and a e
less cons ained by adi ional hough ba ie s (Rego, Machado, Leal
& Cunha, 2009). These ypes o cogni i e flexibili y and expansi e-
ness a e he b eeding g ounds o c ea i i y. When employees a e in
a s a e o happiness, hey a e mo e inclined o ake isks, challenge
he s a us quo, and en u e in o inno a i e solu ions (Yuan, 2015).
Mo eo e , happiness, which is a posi i e emo ion, bols e s in insic
mo i a ion, which is a well-documen ed ca alys o c ea i i y. CSR
ini ia i es plan he seeds o a posi i e o ganiza ional image, so i is
he emo ional s a es ha hey induce, such as happiness, which os e
c ea i i y. The p o ound linkage be ween CSR, happiness, and c ea-
i i y o ms a cascading e ec , and happiness ac s as he pi o al
b idge. An indi idual can p o ide an ex ensi e accoun o he media -
ing ole o happiness in he CSR-employee c ea i i y link by inco po-
a ing he SET and SIT. The SET highligh s he mu ual ela ionships
be ween CSR and he posi i e e ec on he employee emo ions,
whe eas SIT ocuses on o ganiza ional iden ifica ion in o de o gen-
e a e happiness and c ea i i y. This dual heo e ical pe spec i e
explains he p ocesses whe e CSR ini ia i es boos he employee c e-
a i i y by he in ol emen o happiness as a media o ha suppo s
he hypo hesis ha happiness is a media o be ween CSR ini ia i es
and he inc eased c ea i i y o he employees.
H4. Happiness ac s as a media ing mechanism in he ela ionship
be ween CSR ini ia i es and heigh ened employee c ea i i y.
As o ganiza ions ecalib a e hei s a egies ha a e in line wi h
globally ecognized benchma ks, CSR ini ia i es, such as he ini ia es
ha a e aligned wi h he UN-SDGs ha e aken he lead in ega ds o
showing a commi men o sus ainable aspi a ions (Kong e al., 2021).
I is e iden om he li e a u e ha when o ganiza ions commi o
b oade socie al goals, such as he gals ha a e encapsula ed by he
UN-SDGs, i amplifies hei social s anding and aligns wi h he in in-
sic alues o employees (Vizcaíno e al., 2021). This ype o alignmen
may help employees ha e a highe le el o meaning ul wo k and a
well-defined di ec ion (Saz-Gil e al., 2020), so elemen s ha a e
associa ed wi h enhanced c ea i i y and inno a ion. Bandu a (2006)
defined sel -e ficacy as he ex en o confidence an indi idual has in
ega ds o conduc ing ac i i ies ha will enable hem o achie e a
gi en le el o pe o mance. I employees ealize ha hei o ganiza-
ion is making a posi i e impac on he la ge socie y, hey can
emb ace c ea i i y in o de o come up wi h solu ions in ega ds o
achie ing hese noble objec i es (Ka imi, Malek & Fa ani, 2022). In
o he wo ds, CSR ac i i ies, such as he ac i i ies ha a e in line wi h
he UN-SDGs ha e a di ec ela ionship wi h c ea i e sel -e ficacy
among employees.
The SET p o ides an explana ion o his ela ionship by a guing
ha CSR ac i i ies a e cons ued as aluable o ganiza ional in es -
men s in he employee’s wel a e and g ow h (Ahmad e al., 2022a).
This pe cep ion causes a so o quid p o quo, which in u n imp o es
hei c ea i e sel -e ficacy pe cep ion. An o ganiza ion ha is
in ol ed in achie ing socie al goals and sus ainable de elopmen
makes employees eel suppo ed and alued, which enhances hei
confidence in hei c ea i i y. These ypes o iews a e suppo ed by
Mohammed, Fe a is and T oise (2022), and hei s udy shows ha
CSR p ac ices ha p omo e psychological empowe men in an o ga-
niza ion inc ease he c ea i i y o employees. The SIT also adds o
his knowledge by asse ing ha o ganiza ional iden ifica ion can
boos c ea i e sel -e ficacy (Raihan e al., 2023). Employees indeed
emb ace hose alues and ha e a s onge pe cep ion o hei sel -
e ficacy in ega ds o suppo ing he company’s c ea i i y when hey
ha e a posi i e a i ude owa ds a company ha suppo s he UN-
SDGs. This enhanced iden ifica ion boos s bo h he sel -es eem o
N. Ahmad, S. Samad and H. Han Jou nal o Inno a ion & Knowledge 9 (2024) 100557
5
employees and hei sel -e ficacy in ega ds o c ea i i y. CSR ac i i-
ies posi i ely a ec he o ganiza ional iden ifica ion o employees,
which esul s in inc eased c ea i e sel -e ficacy. A suppo i e o gani-
za ional en i onmen ha is shaped by meaning ul CSR ac ions bol-
s e s he belie ha hey can gene a e inno a i e ideas and solu ions
(Ceza ino e al., 2022). O ganiza ions ha skill ully inco po a e UN-
SDGs wi hin hei CSR s a egies pledge hei commi men o global
wel a e and posi ion hemsel es as socially esponsible inno a o s
(Kalya , Ali & Shafique, 2021). In e nal s akeholde s, such as employ-
ees, in e p e hese e o s as an indica o ha hei c ea i e abili ies
will be suppo ed and nu u ed. The mo e genuine and impac ul he
CSR ac i i ies ha e, he g ea e he boos o employee c ea i e sel -
e ficacy (Saghee e al., 2023). Thus, combining he SET and SIT will
help in ega ds o p o iding a mo e ex ensi e unde s anding o how
CSR ini ia i es ha a e ela ed o he UN-SDGs imp o e employee
c ea i i y and sel -e ficacy. The SET ocuses on he mu ually posi i e
ela ionships be ween CSR and he belie s o employees in hei own
capaci y o c ea i i y . On he o he hand, he SIT explica es how a
s ong iden ifica ion wi h an o ganiza ion leads o c ea i e sel -e fi-
cacy. This s udy, which s based on his dual heo e ical pe spec i e,
explains how CSR ini ia i es enhance he c ea i e sel -e ficacy o
employees as a way o suppo ing he hypo hesis ha CSR, such as
he UN-SDG compa ible CSR ini ia i es a e posi i ely ela ed o he
c ea i e sel -e ficacy o employees. CSR ini ia i es, such as he ini ia-
i es ha esona e wi h he UN-SDGs a e posi i ely linked o enhanc-
ing employee c ea i e sel -e ficacy gi en he unde pinnings o he
SET and SIT.
H5. CSR ini ia i es, such as he ini ia i es ha a e aligned wi h he
Uni ed Na ions Sus ainable De elopmen Goals a e posi i ely associ-
a ed wi h employee c ea i e sel -e ficacy.
The li e a u e consis en ly demons a es a s ong linkage be ween
he c ea i e sel -e ficacy o employees and hei ac ual c ea i i y a
wo k (Jaiswal e al., 2015). When indi iduals possess a high sense o
c ea i e sel -e ficacy, hey a e mo e inclined o ake on challenging
asks, pe sis in he ace o ad e si y, and exhibi esilience (Chen e
al., 2019). This heigh ened confidence in hei own c ea i e capaci ies
can d i e hem o explo e no el solu ions, ake isks, and hink ou -
side he box, which a e all essen ial a ibu es o c ea i i y (Teng, Hu
& Chang, 2020).
The ela ionship be ween c ea i e sel -e ficacy and employee c e-
a i i y can be explained wi hin b oade o ganiza ional en i onmen s,
which is p e iously men ioned. Employees who a e wo king in inno-
a ion- iendly o ganiza ions, such as o ganiza ions ha emb ace
open communica ion, di e se hinking, and c oss-o ganiza ional
coope a ion a e likely o ha e enhanced confidence in ega ds o
hei inno a i e capabili ies (Ogbeibu e al., 2021). Companies ha
encou age aining and de elopmen and p omo e a cul u e o lea n-
ing enable employees o gain new skills and knowledge. Exposu e o
di e se lea ning expe iences helps employees app ecia e di e en
pe spec i es, which he eby enhance hei c ea i i y. These dynamic
expe iences in u n enhance hei c ea i e sel -e ficacy and push
hem o become mo e ac i e in ega ds o sea ching o c ea i e solu-
ions o p oblems. When o ganiza ions emb ace CSR p ac ices, such
as he ini ia i es ha a e ancho ed on global s anda ds, a posi i e
en i onmen is cul i a ed o he in ol emen and inno a ion o
employees (Di Vaio e al., 2022). CSR ini ia i es also ha e a pe sonal
fi wi h he employees, because hey suppo common alues o
social, economic, and en i onmen al esponsibili y (Ma kopoulos e
al., 2021). This cong uence o he pe sonal and o ganiza ional goals
p omo es a sense o di ec ion and esp i de co ps in he employees. I
people belie e ha hei wo k makes a di e ence in socie y, he e is
a boos in he in insic mo i a ion o he people, which may lead o
inc eased c ea i e sel -e ficacy (Igwe e al., 2022).
The SET can be used in o de o explain his ela ionship by a gu-
ing ha he employees who ha e high c ea i e sel -e ficacy will
obse e an o ganiza ional en i onmen ha is suppo i e and
esou ce-p o iding. This pe cep ion c ea es he eeling ha an indi-
idual mus pay back by ac ing c ea i ely. Sel -confidence wi h hei
c ea i i y makes he employees willing o ake mo e isks and chal-
lenges, y ou new ideas, and no gi e up easily when aced wi h a
challenge in hei c ea i e wo k (Raihan e al., 2023). This iew is
backed by Newman e al., (2018). They es ablished ha c ea i e sel -
e ficacy posi i ely influences he inno a i e wo k beha io o
employees. The SIT suppo s his unde s anding by ocusing on how
o ganiza ional iden ifica ion boos s he c ea i e sel -es eem o
employees and subsequen ly hei c ea i i y (Ahmad e al., 2022a).
When he employees a e highly commi ed o an o ganiza ion, hey
endo se he alues o he o ganiza ion and de elop a highe le el o
sel -e ficacy abou hei inno a i e con ibu ion o he o ganiza ion.
This iden ifica ion inc eases hei mo ale and sel -achie emen ,
which in u n encou ages hem o pa icipa e in c ea i e asks. The
esea ch by Pa k e al. (2021) shows ha a posi i e ela ionship
be ween he o ganiza ional iden ifica ion and c ea i e sel -e ficacy o
employees enhances c ea i i y in he wo kplace, so he ollowing
hypo hesis is he e o e p esen ed ha eflec s his idea.
H6. The c ea i e sel -e ficacy o employees posi i ely influences hei
c ea i i y.
O ganiza ions pa icipa e in mul iple CSR ini ia i es, so hey a ec
he ex e nal s akeholde s and c ea e a las ing ma k on he in e nal
s akeholde s (Ahmad e al., 2021). The employees eel ha hei
wo k has a pu pose beyond jus pe o ming ou ine asks as o gani-
za ions p ac ice CSR ac i i ies ha ha e a subs an i e impac (Ahmad
e al., 2022b). Employees eel a g ea e sense o iden ifica ion wi h
he alues o hei o ganiza ions when hey see hei o ganiza ions
suppo ing socie al and en i onmen al causes (Abdullah, Ash a &
Sa az, 2017). This alignmen inc eases hei in insic mo i a ion
and boos s hei belie in hei c ea i e abili ies, which he eby
inc eases hei c ea i e sel -e ficacy. I is possible o explain he
media ing ole o c ea i e sel -e ficacy in he link be ween CSR and
employee c ea i i y om a ious dimensions. O ganiza ions con ey
an o ganiza ional s o y o pu pose and exis ence among hei wo k-
o ce (Saghee e al., 2023) when hey implemen high CSR ac i i ies.
This kind o na a i e is aligned wi h employees, which b ing eelings
o in e naliza ion and pu pose. Raihan e al. (2023) poin ed ou ha
employees become mo e confiden abou c ea ing no el ideas and
solu ions when hey ha e a pe cep ion o o ganiza ional membe -
ship. This boos in confidence is he e o e in eg ally bound o c ea i e
sel -e ficacy, which se es as he igge ha u ns he pe cei ed
alue o CSR in o angible c ea i e ou comes. In addi ion, CSR has
been ound o influence o he ex en o ma ching be ween he pe -
sonal and o ganiza ional alues o employees and how hey app eci-
a e he challenges and oppo uni ies in hei wo king s a ions. In
addi ion, i has been ound ha c ea i e sel -e ficacy, which is sup-
po ed by CSR ac i i ies wi hin an o ganiza ion, esul s in a c ea i -
i y-o ien ed pe spec i e by he employees when encoun e ing
ba ie s (Zhang, Zhang & Wang, 2022). They may seek inno a i e sol-
u ions as well as explo ing and es new ideas due o hei confidence
in hei c ea i e abili ies ins ead o elying on con en ional
app oaches.
CSR ini ia i es posi i ely a ec he c ea i e sel -e ficacy o
employees, which ac s as a media o be ween he wo concep s. The
SET o e s an accoun o his media ion by a guing ha employees
ecei e CSR e o s as o ganiza ional esou ces o hei benefi and
g ow h (Newman e al., 2018). This pe cep ion s eng hens c ea i e
sel -e ficacy, which esul s in an inc eased c ea i e pe o mance as a
kind o ecip oca ion. Employees who ha e no iced ha hei o gani-
za ion is in ol ed in CSR ac i i ies in pa icula eel mo e confiden in
hei abili y o deli e inno a i e solu ions. Raihan e al. (2023) ound
simila findings o his. CSR, which is an example o he psychological
empowe men p ac ices ha o ganiza ions can engage in, inc eases
N. Ahmad, S. Samad and H. Han Jou nal o Inno a ion & Knowledge 9 (2024) 100557
6
he le el o c ea i e sel -e ficacy among employees, which esul s in
highe c ea i i y. SIT can be conside ed complemen a y o he cu -
en amewo k, because i highligh s he significance o o ganiza-
ional iden ifica ion in ega ds o boos ing c ea i e sel -confidence
and c ea i i y. When he employees belie e hei o ganiza ion is
socially esponsible and suppo s he UN-SDGs, he o ganiza ion’s
iden ifica ion inc eases, which gi es ise o c ea i e sel -e ficacy. This
enhanced sel -e ficacy ha a ises om s ong o ganiza ional iden ifi-
ca ion p omo es c ea i i y in he e o s o employees owa ds he
o ganiza ion’s success, which leads o he ollowing hypo hesis.
H7. The c ea i e sel -e ficacy o employees media es he ela ionship
be ween CSR ini ia i es and employee c ea i i y.
Polych onici y, which is he inclina ion owa ds mul i- asking,
su aces as a specific mode a ing a iable in a a ie y o indi idual
beha io esea ch se ings (Con e e al., 2019;Kuma e al., 2023). I
is essen ial o unde s and he impo an links be ween CSR and he
beha io o employees as o ganiza ions g adually begin o app ecia e
he benefi s o CSR. O ganiza ions os e a cul u e ha aligns wi h
hei wo k o ce when hey do meaning ul CSR ac i i ies. The
imp o ed happiness due o an o ganiza ion’s socially esponsible
ac i i ies could ac as a ounda ion in ega ds o cul i a ing employee
c ea i i y (Chia, Ke n & Ne ille, 2020). Howe e , he na u e o his
ela ionship may a y conside ably depending on he deg ee o poly-
ch onici y o he employee. The high polych onici y o employees
means ha hey a e used o pe o ming mul iple asks a once and
pe cei ing and in eg a ing a ious flows o in o ma ion (Vizcaíno e
al., 2021). When hese ypes o employees a e exposed o CSR ini ia-
i es, hey a e likely o abso b he posi i e eelings ha a e associa ed
wi h hem and inco po a e hese in o he o ganiza ional p ocesses.
This kind o engagemen enables hem o cap u e he happiness ha
esul s om CSR ac i i ies in li e s eams and eed i di ec ly in o he
c ea i e p ocess (Waheed e al., 2021). I can he e o e be concluded
ha he p ocess o ansla ing happiness om CSR ini ia i es o c ea-
i i y is much mo e s aigh o wa d and apid o he high poly-
ch onic indi iduals. On he o he hand, he employees wi h low
polych onici y ac in a sequen ial manne while hey p ocess in o -
ma ion. They also enjoy and ge happiness om CSR ac i i ies, which
is like he o he s, and he way his happiness leads o c ea i i y is
clea e o hem. They migh fi s inco po a e he happiness in o
hemsel es, and hey migh e en ually ans e i in o c ea i e wo k.
The immediacy ha was no ed in he high polych onic people may
no be p e alen in his g oup.
The knowledge o he ole o polych onici y as a mode a o can be
e y aluable om a manage ial o o ganiza ional iewpoin (Pachle
e al., 2018). CSR ini ia i es gene ally end o enhance happiness and
he e o e c ea i i y among employees, bu hese e ec s can a y in
e ms o s eng h and ime-sensi i i ies depending on he le el o
polych onici y. O ganiza ions can manage o adop di e en s a e-
gies in a way ha he posi i e impac o he o ganiza ion’s CSR ac i i-
ies can ex end o all he s akeholde s wi hou any disc imina ion o
he le els o polych onici y by app ecia ing his.
Fu he mo e, CSR ac i i ies a e sel -sus aining, because hey na u-
ally gi e employees a sense o p ide ha hey a e pa o some hing
g ea e han hemsel es. The ma ch be ween o ganiza ional alues
and he alues o he la ge socie y can gene a e an ex insic mo i a-
ion ha enhances he c ea i e sel -e ficacy o employees, which
means he ex en ha hey belie e in hei abili y o come up wi h
unique and use ul ideas. Howe e , he s eng h and na u e o his
ela ionship may be g ea ly de e mined by an employee’s le el o
polych onici y (Hech e al., 2005). Access o he CSR ini ia i es ena-
bles he ecep ion o he concep ’s alues as well as he implemen a-
ion o hese in a ious aspec s o he ole in ega ds o employees
whose polych onic p edisposi ions a e pa icula ly s ong. This ype
o s yle o hinking enables hem o quickly associa e he posi i e
angles o CSR wi h hei in en i e skills (Abdullah e al., 2017). In
o he wo ds, he inc eased c ea i e sel -e ficacy ha esul s om CSR
p ac ices is mo e imely and connec ed wi h hei wo k esponsibili-
ies, and i also enhances hei confidence in hei c ea i e abili ies.
Indi iduals wi h lowe polych onici y a e con e sely mo e inclined
owa ds linea hinking and p ocessing, so hey may unde go a mo e
g adual in e naliza ion p ocess. They also de i e a sense o c ea i e
sel -e ficacy om an o ganiza ion’s CSR endea o s, so his upli men
migh mani es o e a p olonged du a ion. Thei sequen ial way o
p ocessing implies ha he ealiza ion o hei c ea i e po en ial,
which is inspi ed by CSR ini ia i es, migh un old in s ages as
opposed o being in andem.
The link be ween enhanced c ea i e sel -e ficacy and employee
c ea i i y is also influenced by polych onici y. High polych onic indi-
iduals al eady adep a pa allel p ocessing, so hey migh seamlessly
channel hei bols e ed sel -e ficacy in o di e se c ea i e ou le s
(Chong e al., 2010). Thei low polych onic coun e pa s migh in
con as exhibi c ea i i y in a mo e phased manne by d awing om
hei sequen ially enhanced sel -e ficacy. O ganiza ions ha a e
aimed a ha nessing he ull c ea i e po en ial o hei wo k o ce
h ough CSR ini ia i es would benefi om unde s anding he modu-
la ing ole o polych onici y. Recognizing ha he pa h om CSR o
c ea i e sel -e ficacy and subsequen ly o c ea i i y is no uni o m o
all employees, and i can lead o mo e ailo ed and e ec i e s a egies
in o de o os e inno a ion. Acco ding o he SET, high polych onic-
i y employees iew CSR ac i i ies as o e ing mul iple o ms o
engagemen and suppo ha make hem happy and boos hei c ea-
i e sel -e ficacy. This ype o posi i e pe cep ion esul s in co e-
sponding ac ions, such as ele a ing c ea i i y. Thus, he mul i asking
na u e o employees is likely o maximize he a ious CSR ad an ages
in o de o enhance hei happiness and confidence in hei c ea i i y.
This knowledge, which build on he SIT, is u he en iched by show-
ing ha he polych onic iden ifica ion o employees wi h a socially
esponsible o ganiza ion enhances he media ed pa hways be ween
CSR and c ea i i y. The esul s u he show ha high polych onici y,
o ganiza ional iden ifica ion, and CSR sel -e ficacy a e posi i ely
ela ed o CSR’s impac on happiness and c ea i e sel -e ficacy. These
iden ifica ions encou age hem o sus ain and build up hei o gani-
za ion’s image h ough c ea i e wo k, which leads o he ollowing
hypo hesis.
H8. Polych onici y mode a es he media ed ela ionships be ween
CSR and c ea i i y h ough (a) happiness and (b) c ea i e sel -
e ficacy.
Me hodology
S udy sec o
The hospi ali y sec o se es as a co ne s one o nume ous econ-
omies a ound he wo ld, which plays a pi o al ole in bo h d i ing
economic g ow h and symbolizing he cul u al e hos o a egion.
In e pe sonal in e ac ions, which a e defined by i s cha ac e is ic
emphasis on se ice quali y, and cus ome sa is ac ion, which is he
sec o ha is shaped by i s on line employees, o en di ec ly ans-
la e o ganiza ional missions in o cus ome expe iences. Pakis an is a
coun y ha is endowed wi h a ich cul u al he i age and a g owing
middle class, and he hospi ali y sec o has been on an upwa d ajec-
o y (Guan e al., 2023). The coun y’s di e se landscapes, his o ical
si es, and culina y easu es o e as po en ial o ou ism and hos-
pi ali y g ow h, bu he ue spi i o his indus y is mani es in i s
u ban hubs, which is whe e mode ni y mee s adi ion (Ahmad e al.,
2023). Laho e, Islamabad, and Ka achi, which a e he h ee me opol-
i an gian s in Pakis an, o e dis inc ye in e connec ed pe spec i es
o he coun y’s hospi ali y landscape.
Laho e, which is he second-la ges ci y in Pakis an, and was once
e e ed o as he hea bea o he na ion, is eeming wi h cul u al
N. Ahmad, S. Samad and H. Han Jou nal o Inno a ion & Knowledge 9 (2024) 100557
7
celeb a ions, his o ical landma ks, and in e na ionally ecognized
cuisine. The ci y’s li ely a mosphe e and his o ical backg ound a ac
domes ic and in e na ional isi o s, so i equi es a well-de eloped
ho el indus y. Islamabad, which is he capi al ci y, has poli ical
impo ance as well as beau i ul scene y. I hos s a my iad o o eign
diploma ic co ps, ep esen a i es, and isi o s as he poli ical and
adminis a i e hub, so i s hospi ali y indus y is s a egic in ega ds
o shaping in e na ional ela ions and imp essions. Ka achi is he
business hub and he la ges ci y in Pakis an, and i is also a po ci y.
I has a combina ion o bo h business and ou ism. I s ad an ageous
geog aphical loca ion and being a business ci y means ha he hospi-
ali y indus y in his a ea se es a c oss-sec ion o clien s, which
include businesses and ou is s. The a ionale o selec ing hese
h ee ci ies as da a collec ion hubs was based on he ac ha hey
cap u e he b oad spec um o Pakis an’s hospi ali y indus y. They in
conjunc ion eflec he his o ical, poli ical, economic, and cul u al
aspec s o he de elopmen o he hospi ali y indus y in he coun y.
The sample om hese ci ies gua an ees ha he da a ha was col-
lec ed is di e se and p esen s a holis ic iew o CSR in he hospi ali y
sec o gi en he a ying o ganiza ional cul u es, clien s, and ope a-
ional en i onmen s. We can he e o e p o ide a comp ehensi e and
p ac ical unde s anding o he ela ionship be ween CSR, employee
emo ions, and c ea i i y in he u ban hospi ali y en i onmen o
Pakis an by selec ing esponden s om his di e se and mo e ep e-
sen a i e popula ion.
Luxu ious ho els we e selec ed as he p ima y sou ces o he da a
collec ion. These ho els a e la ge and mo e likely o be pa o mul i-
na ionals wi h an ex ensi e chain o ho els, and hey also ha e luxu i-
ous ameni ies, impeccable se ice deli e ies, and a e cha ac e ized by
dis inc , clea , and easily iden ifiable CSR s a egies (Ahmad e al.,
2023;Zhang e al., 2021). These CSR s a egies a e no jus limi ed o
a pa icula ci y ha hey a e in ol ed in. They a e p esen ac oss he
coun y, which makes su e ha hei CSR ouches he li es o as
many people as possible, and lea es deep impac s on se e al commu-
ni ies in he p ocess. This le el o sp ead and cons ancy in hei CSR
ac i i ies make hese upscale ho els sui able o his esea ch,
because hey a e e e ence poin s o CSR in he hospi ali y indus y.
O ficial le e s we e sen o a ious ho el se ice o ganiza ions in
hese ci ies. The pu pose was o seek hei collabo a ion in his
esea ch endea o by emphasizing he mu ual benefi s. These o gani-
za ions would con ibu e o he academic ealm and gain insigh s
ha migh p o e aluable o hei ope a ional and s a egic choices,
which he eby u he indus y excellence, by pa aking in his s udy.
These ho el se ices o ganiza ions ha showed a posi i e inclina ion
owa ds he esea ch objec i es we e hen engaged mo e deeply.
Mee ings we e a anged in o de o in e ac di ec ly wi h hei
employees. This s ep was pi o al, because hei employees a e he
e y li eblood o he hospi ali y sec o h ough hei daily in e ac-
ions and expe iences. Thei pe spec i es on CSR and i s e ec s on
hei emo ions and c ea i i y would p o ide he empi ical backbone
o his esea ch. E e y e o was made o ensu e ha he da a col-
lec ion p ocess was espec ul o he employee’s ime, and i designed
in o de o elici genuine and candid esponses.
Da a collec ion p ocess
We execu ed a sys ema ic h ee-wa e da a collec ion s a egy in
o de o ga ne a obus unde s anding o he ela ionships be ween
ou a iables. This app oach enhanced he quali y o ou findings by
empo ally spacing ou he da a collec ion and significan ly minimiz-
ing common me hod biases by cap u ing he p edic o and ou come
a iables a di e en imes (Liu e al., 2024). We concen a ed on
ob aining da a ha is ela ed o he ho el’s CSR ini ia i es and he
al uis ic inclina ions o he employees du ing he ini ial. We shi ed
ou a en ion o he emo ional ou comes as we ansi ioned o he
second wa e, which ook place a ew weeks a e he fi s wa e. We
collec ed in o ma ion in ega ds o admi a ion and happiness du ing
his wa e. The hi d and concluding wa e was uniquely posi ioned a
ew weeks a e he second wa e, and i p ima ily concen a ed on
he ul ima e ou come a iable, which is employee c ea i i y. The
da a was no di ec ly collec ed om he employees o his wa e. I
was specifically collec ed om he employees di ec manage s in
o de o ha e an independen e alua ion o he c ea i i y o he
employees as opposed o he employees assessing hemsel es. Using
his sys ema ic h ee-wa e da a collec ion app oach enabled us o
un a el he in ica e CSR-happiness-c ea i e sel -e ficacy-polych o-
nici y-employee c ea i i y nexus. As a esul , we gua an eed bo h he
dep h and wid h o he insigh s ha we e ob ained by synch onizing
he da a collec ion and di e si ying he esponden s in ega ds o he
c ea i i y measu e, which made ou esea ch mo e comp ehensi e
and objec i e pa icula ly wi hin he hospi ali y sphe e.
Sample size
We employed he a-p io i sampling calcula o , which is a ool ha
has been widely ecognized o i s eliabili y and p ecision in ega ds
o guiding empi ical in es iga ions, in o de o de e mine an app o-
p ia e sample size o ou esea ch (Daniel, 2010). This calcula o
no ably o e s ad an ages, such as accommoda ing he desi ed s a is-
ical powe , significance le el, and an icipa ed e ec size, which a e
ac o s ha collec i ely ensu e he igo and obus ness o he
esea ch findings. The calcula o sugges ed a sample size ha was
app oxima ely 300 a e inpu ing ou desi ed pa ame e s. Howe e ,
aiming o a sample size ha is la ge han he ecommenda ion is
s a egically beneficial. O e sampling compensa es o any un o e-
seen da a losses, such as non- esponses o imp ope ly filled ques-
ionnai es. I also augmen s he s udy’s s a is ical powe by allowing
o a mo e p ecise de ec ion o e en sub le e ec s. We ini ially dis-
semina ed 600 ques ionnai es among he hospi ali y employees o
ou chosen ci ies gi en hese conside a ions. We secu ed 409 alid
esponses a e execu ing ou h ee-wa e da a collec ion s a egy
and unde aking ca e ul da a quali y checks, which included elimi-
na ing incomple e esponses, sc eening o ou lie s, and o he da a
cleansing p ocedu es. This indica es an imp essi e esponse a e,
which shows bo h he obus ness o ou app oach and he coope a-
ion le el o he pa icipan s.
The gende dis ibu ion showed 255 males (62.3%) and 154
emales (37.7%) in ega ds o he demog aphics o ou sample. The
la ges g oup in ega ds o age ell wi hin he 25−35 age b acke ,
which comp ised o 224 esponden s o 54.8% o he sample. The 18
−24 age g oup consis ed o had 105 indi iduals (25.7%), which was
ollowed by 58 indi idual’s aged 36−45 (14.2%), and he 46 and abo e
age ca ego y con ained 22 esponden s (5.3%). 172 esponden s had
been wo king in he hospi ali y indus y o 1−5 yea s (42.1%), which
was ollowed 117 o 6−10 yea s (28.6%), 83 o 11−15 yea s (20.3%),
and 37 had expe ience ha exceeded 15 yea s (9%) in ega ds o he
wo k expe ience ca ego y. Las ly, acco ding o he depa men s, he
on o fice had he mos ep esen a i es wi h 146 employees
(35.7%), which was ollowed by ood & be e ages wi h 132 (32.3%),
housekeeping wi h 77 (18.8%), and o he s, such as adminis a ion
and secu i y, which cons i u es o 54 esponden s (13.2%). See Table 1
below o mo e de ails.
Social desi abili y and common me hod a iance
The h ea s posed by social desi abili y and common me hod a i-
ance (CMV) a e i al in empi ical esea ch pa icula ly when dealing
wi h sel - epo ed measu es. Bo h o hem ha e he po en ial o
in oduce biases ha may con amina e he ac ual ela ionships
be ween he a iables, which lead o po en ially misleading esul s.
Social desi abili y e e s o he endency o esponden s o answe
ques ions in a manne ha o he s will iew a o ably, which can
N. Ahmad, S. Samad and H. Han Jou nal o Inno a ion & Knowledge 9 (2024) 100557
8
elemen s wi hin o ganiza ions play a ole, so we accen ua e he p o-
ound influence o human emo ions and cogni ions on c ea i i y. The
nexus be ween emo ions, cogni ions, and c ea i i y comes o he o e
in ou model. We pos ula e a dual media ing mechanism whe e hap-
piness, which is an emo ional esponse o posi i e p ac ices, such as
CSR, and c ea i e sel -e ficacy, which is a cogni i e belie in you c e-
a i e abili ies, a e cen al. The concep o polych onici y u he adds
dep h o ou amewo k, which sugges s ha indi idual di e ences
in ask managemen can mode a e he e ec s o CSR on c ea i i y.
Ou ocus on Pakis an’s hospi ali y sec o , which is s essed by i s
alignmen wi h UN-SDGs, such as Goal 8 and Goal 12 adds a egional
and indus y-specific pe spec i e by emphasizing he po en ial o
sus ainable g ow h. Fu he mo e, ou s udy acknowledges and
add esses mul iple gaps in he li e a u e, such as he syne gy o emo-
ions and cogni ions in he CSR amewo k, he mic o pe spec i e o
g ass oo s c ea i i y in ela ion o he UN-SDGs, o he unique socio-
cul u al dynamics o de eloping na ions. Ou esea ch in essence
endea o s o o i y he cu en deba e on CSR by explo ing i s mul i-
ace ed ela ionship wi h employee c ea i i y, such as wi hin he
con empo a y knowledge economy. A spo ligh is cas on he impe a-
i e o aligning o ganiza ional p ac ices wi h b oade global ini ia-
i es, such as he UN-SDGs by doing his, which o e a ha monized
ision o sus ainabili y, inno a ion, and g ow h.
P ac ical implica ions
Ou esea ch p o ides aluable insigh s o o ganiza ions, such as
o ganiza ions ha a e aiming o align wi h he UN-SDGs and os e
inno a ion in he apidly e ol ing landscape o oday’s business
wo ld. Emb acing CSR ini ia i es ha a e closely ied o he UN-SDGs
can be a po en ool o o ganiza ions o s imula e employee c ea i -
i y. Ou findings sugges ha fi ms show hei commi men o socie-
al and e hical alues and cul i a e a e ile g ound o inno a i e
hinking by in eg a ing CSR in o s a egic planning. An essen ial ake-
away o leade s and manage s is ecognizing he pi o al oles o
employee happiness and c ea i e sel -e ficacy. O ganiza ions can
unlock emendous inno a i e po en ial when hey in es in os e -
ing a posi i e emo ional en i onmen and bols e he belie o hei
employees in hei c ea i e capabili ies. This ype o an en i onmen
can lead employees o app oach challenges wi h op imism and wi h
a b oade and mo e di e gen hinking pa e n, which d i es o gani-
za ional g ow h and di e en ia ion. Mo eo e , unde s anding ac o s,
such as polych onici y can enhance he e ec i eness o CSR ini ia-
i es by conside ing he di e se na u e o oday’s wo k o ce. Busi-
nesses can fine- une hei CSR ac i i ies in o de o maximize
posi i e ou comes by acknowledging and ca e ing o he a ied p e -
e ences o employees in mul i asking. These insigh s can be ans o -
ma i e especially o indus ies, such as hospi ali y, which is whe e
di e en ia ion is pi o al. Aligning se ices wi h he UN-SDGs’e hos
posi ions fi ms can be iewed a o ably in he ma ke and con ibu e
o global sus ainabili y objec i es. Fu he mo e, he e is an inc easing
need o businesses in ega ds o unde s anding i s pe spec i es as
CSR becomes mo e mains eam. Ou esea ch s esses he impo -
ance o in oducing CSR ini ia i es as well as e ec i ely communi-
ca ing and embedding hem in o ganiza ional cul u e, which ensu es
ha employees find pu pose and meaning in hei oles, which leads
o enhanced c ea i i y. O ganiza ions can cha a pa h o sus ained
success in he knowledge-based economy by s a egically le e aging
CSR, such as in he con ex o he UN-SDGs, which nu u es he emo-
ional and cogni i e well-being o hei employees.
Limi a ions and u u e esea ch di ec ion
Ou s udy p o ides no el insigh s in o he in e play be ween CSR,
employee c ea i i y, and he UN-SDGs in he ealm o he knowledge
economy, bu i is essen ial o acknowledge some limi a ions. Fi s ,
ou esea ch p ima ily hinges on he hospi ali y sec o in Pakis an,
which does no ep esen he as spec um o indus ies o geo-
g aphical con ex s. Di e ences in cul u al, economic, and egula o y
en i onmen s ac oss na ions and indus ies can shape he CSR
dynamics and hei consequen ial impac . Fu he mo e, he c oss-
sec ional na u e o ou s udy means ha i cap u es a singula
momen in ime, which po en ially omi s he e olu iona y and
dynamic na u e o CSR s a egies and employee beha io s. A longi u-
dinal app oach could p o ide iche insigh s in o he adap i e p o-
cesses o o ganiza ions gi en he apidly e ol ing landscape o he
UN-SDGs. I is also wo h no ing ha we apped in o he emo ional
and cogni i e mechanisms, bu o he psychological o o ganiza ional
ac o s may be a play ha we e no accoun ed o in his s udy. I is
in aluable o esea che s as we mo e o wa d o del e deepe in o
how a ious sec o s ac oss di e en na ions align hei CSR s a egies
wi h he UN-SDGs. The u u e s udies can explo e he long- e m
impac o hese ypes o alignmen s on o ganiza ional pe o mance
and he b oade socie al ou comes. I would also be in iguing o
unde s and how digi al ans o ma ion, which is a hallma k o he
cu en e a, influences CSR’s e ec i eness in ega ds o p omo ing
c ea i i y, such as in ligh o achie ing he UN-SDGs. Finally, quali a-
i e explo a ions, cap u ing he nuances o employee expe iences,
leade ship pe spec i es, and s akeholde iewpoin s can o e a
mul i-dimensional unde s anding o how CSR can be op imized o
bo h business and global sus ainabili y objec i es.
Conclusion
This s udy examined he complex associa ion be ween CSR p ac i-
ces and employee c ea i i y by employing he SET and SIT. The
esul s o his s udy suppo he hypo hesis ha happiness and c ea-
i e sel -e ficacy a e media o s, whe eas polych onici y mode a es
he ela ionship be ween CSR and employee c ea i i y. The impo -
ance o he p esen s udy is oo ed in he heo e ical and p ac ical
implica ions o he findings. The combina ion o he SET and SIT o e s
a sound ounda ion in ega ds o explaining how CSR p ocesses migh
help build he condi ions in o de o encou age employee c ea i i y.
As a esul , his s udy shows ha CSR impac s c ea i i y ia emo-
ional, which is happiness, and cogni i e, which is c ea i e sel -e fi-
cacy, ou es by ex ending he CSR li e a u e and he unde s anding o
o ganiza ional beha io . The findings indica e ha o ganiza ions
should ensu e ha hei CSR ac i i ies co espond o he UN-SDGs in
a way ha would be he mos e ec i e om a p ac ical pe spec i e.
The key poin is ha enhancing employee well-being and c ea i i y
s ongly indica es ha a business can boos i s inno a ion, and conse-
quen ly gain a compe i i e edge. The CSR ac i i ies ha inc ease he
happiness and c ea i e sel -e ficacy o employees can consequen ly
esul in inc eased c ea i i y. Fu he mo e, awa eness o polych onic-
i y also enables he enhancemen o CSR ac i i ies in ega ds o
add essing he mul i ace ed equi emen s o an employee, which in
u n os e s c ea i i y. I is he e o e possible o highligh he ollow-
ing b oade implica ions o he cu en esea ch by ocusing on he
ole o CSR as a s a egic managemen esou ce. E ec i e CSR p ac i-
ces help imp o e he wel a e socie y and p omo e an o ganiza ional
clima e ha would lead o a g ea e le els o employee con en men
and p oduc i i y. This i uous ci cle is in he in e es o he o ganiza-
ion and socie y. CSR is he e o e capable o ini ia ing posi i e social
changes and sus ainable de elopmen .
The p esen s udy unde lines he significance o CSR ac i i ies in
ega ds o enhancing he c ea i i y o he employees wi h he help o
media o s, happiness, and c ea i e sel -e ficacy as well as he mode -
a o , which is polych onici y. The esea ch findings p esen ed in his
s udy can be use ul o manage s and o ganiza ions in e es ed in CSR
as a ool in ega ds o imp o ing inno a ion and gaining a compe i-
i e edge. Mo e esea ch should be conduc ed on he long- e m
impac o CSR and o he po en ial media o s, and mode a o s should
N. Ahmad, S. Samad and H. Han Jou nal o Inno a ion & Knowledge 9 (2024) 100557
15
be examined in o de o shed mo e ligh on he ela ionship be ween
CSR and c ea i e employees.
CRediT au ho ship con ibu ion s a emen
Na eed Ahmad: W i ing −o iginal d a . Sa minah Samad:
Me hodology, Funding acquisi ion, Fo mal analysis, Concep ualiza-
ion. Heesup Han: W i ing − e iew & edi ing, Supe ision, P ojec
adminis a ion.
Acknowledgemen
This esea ch is suppo ed by P incess Nou ah bin Abdul ahman
Uni e si y Resea che s Suppo ing P ojec numbe (PNURSP2024R4),
P incess Nou ah bin Abdul ahman Uni e si y, Riyadh, Saudi A abia.
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