AN EMPIRICAL RESEARCH OF ENVIRONMENT MANAGEMENT STRATEGY: EXPLORING THE RELATIONSHIPS AMONG 

PERCEIVED CORPORATE SOCIAL RESPONSIBILITY, 

ORGANIZATIONAL TRUST, PERCEIVED EXTERNAL 

PRESTIGE AND ORGANIZATIONAL IDENTIFICATION

Chin- Lai Su

Doctoral student, Doctoral Program of business operations and management
College of management, Chang Jung Christian University, Taiwan

Ethel M. Lee

MBA, Master Program of business operations and management
College of management, Chang Jung Christian University, Taiwan

Yuan- Duen Lee*

Professor, Department of International Business
College of management,Chang Jung Christian University, Taiwan

*Corresponding Author This email address is being protected from spambots. You need JavaScript enabled to view it.

Abstract

This study was designed to survey 200 employees of two big and important companies in Taiwan using an online questionnaire. The first company is Uni- President Corporation (UPC) and the second one is Taiwan Chinese Petroleum Corporation (CPC). From the 200 questionnaires that were delivered, 135 questionnaires were returned, 126 of them were valid, and 9 ones were discarded. The purposes of the survey were to discover why, how and under what circumstances employees of the above mention corporations respond to their organizations’ Perceived Corporate Social Responsibility (PCSR) initiatives and also, to what extent their perceptions of the organizational trust (OT), perceived external prestige (PEP) and organizational identification (OI) are affected by these initiatives. The results were analyzed by descriptive statistics, ANOVA, hierarchy regression analysis for mediating testing and simple regression analysis for the impact relationship hypotheses testing. The results for the survey are as followings: The perceived CSR initiatives have a significant and positive impact on the perceived external prestige, organizational trust and organizational identification of employees. Perceived External prestige shows a moderate positive influence on organizational identification. Organizational trust reveals a substantial positive impact on organizational identification. Furthermore, PEP has a partial mediating effect on the relationship between PCSR and OI. But OT has a full mediating effect on the relationship between PCSR and OI. Several suggestions and further research directions are provided to the practitioners and academia for the food and petroleum industry in Taiwan.

Keywords: Perceived Corporate Social Responsibility (PCSR), Organizational identification (OI), Organizational trust (OT), Perceived external prestige (PEP), Environmental management strategy (EMS)

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