ABSTRACT
This chapter focuses on potential employee responses to organizational activities linked to socially responsible and sustainable behavior as well as employer investment in sports sponsorship. It discusses corporate social responsibility (CSR) from a stakeholder perspective, as it is important to recognize that CSR programs will usually be multifaceted and involve a complex set of activities that will have implications for multiple stakeholders. A distinct additional theoretical explanation that has also been presented that should explain employee responses to CSR is linked to the deontic model. If an organization hopes for a CSR initiative to have a positive impact on employee socially responsible behavior, then it needs to be authentic in its claims and set the moral tone for the employees. One of the important questions raised in studies on the impact of CSR initiatives is what psychological process may be triggered in employees when they see their employer acting positively toward particular stakeholders.
