Scholarlink

<p>In today’s complex sociopolitical landscape, organizations face a delicate balance when engaging in controversial societal issues, as their involvement can either strengthen stakeholder relationships or trigger significant backlash. Drawing on attribution theory and social identity theory, this study advances the emerging literature on corporate sociopolitical activism (CSA) by unraveling the critical antecedents, mechanisms, and consequences underpinning how employees attribute company motives to these controversial initiatives. Through three empirical studies, including a survey and two experimental studies&#xa0;involving full-time employees, our findings highlight the crucial role of internal marketing strategies in CSA implementation. Specifically, we find that transparent communication and employee voice inclusion are key factors in fostering value-driven in relation to stakeholder-driven attributions. Moreover, organizational capability for change consistently mediates the relationship between value-driven attributions and employee outcomes, leading to stronger affective commitment and greater brand ambassadorship. These findings advance CSA literature while providing managers with practical insights on leveraging internal marketing strategies to cultivate employee brand ambassadorship.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Shall Companies Take a Stance in Sociopolitical Activism? Navigating a Journey to Boost Employee Attributions and Ambassadorship Behaviors

  • 期刊论文

  • 发表日期：

    2025年11月5日

查看全文
  • Xin-Jean Lim,
  • Xiaoying Zheng

摘要

In today’s complex sociopolitical landscape, organizations face a delicate balance when engaging in controversial societal issues, as their involvement can either strengthen stakeholder relationships or trigger significant backlash. Drawing on attribution theory and social identity theory, this study advances the emerging literature on corporate sociopolitical activism (CSA) by unraveling the critical antecedents, mechanisms, and consequences underpinning how employees attribute company motives to these controversial initiatives. Through three empirical studies, including a survey and two experimental studies involving full-time employees, our findings highlight the crucial role of internal marketing strategies in CSA implementation. Specifically, we find that transparent communication and employee voice inclusion are key factors in fostering value-driven in relation to stakeholder-driven attributions. Moreover, organizational capability for change consistently mediates the relationship between value-driven attributions and employee outcomes, leading to stronger affective commitment and greater brand ambassadorship. These findings advance CSA literature while providing managers with practical insights on leveraging internal marketing strategies to cultivate employee brand ambassadorship.