Morality matters: social psychological perspectives on how and why CSR activities and communications affect stakeholders’ support ‑ experimental design evidence for the mediating role of perceived organizational morality comparing WEIRD (UK) and non‑WEIRD (Russia) country

Abstract

Companies’ communications about Corporate Social Responsibility (CSR) have become increasingly prevalent yet psychological reasons for why those communications might lead to positive reactions of the general public are not fully understood. Building on theories on impression formation and social evaluation, we assess how CSR communications affect perceived morality and competence of a company. We theorize that the organization’s CSR activities would positively impact on perceived organizational morality rather than on perceived organizational competence and that this increase in perceived organizational morality leads to an increase in stakeholders’ support. Two experimental design studies show support for our theorizing. We cross-validated the robustness and generality of the prediction in two countries with different business practices (UK (N = 203), Russia (N = 96)). We demonstrated that while the general perceptions of companies and CSR differ between the UK and Russia, the underlying psychological mechanisms work in a similar fashion. By testing our predictions in western, educated, industrialized, rich, and democratic (WEIRD) and in non- WEIRD countries, we also extend current socio-psychological insights on the social evaluation of others. We discuss theoretical and practical implications.