Help yourself before helping others: When corporate social responsibility does not make a company more attractive to job seekers
研究发现，企业对外社会责任活动能否吸引求职者，取决于企业是否同时实施对内的高投入人力资源系统；若内部投入不足，对外CSR的正面效应会减弱甚至消失，其背后机制是求职者对组织真实性的感知。
Abstract This paper explores the conditions under which job seekers may not respond positively to a potential employer's corporate social responsibility (CSR) activities. We propose that the relationship between an organization's externally‐directed CSR activities and job seekers’ perceptions of the organization's attractiveness is moderated by whether the organization is also engaging in internally‐directed high‐investment human resource systems (HIHRS). Results from a combination of three studies—an archival study of Fortune 500 companies (Study 1), a survey study (Study 2), and an experiment (Study 3)—provide support for our hypotheses. When an organization has lower levels of internally‐directed HIHRS, the positive influence of externally‐directed CSR on attraction to an organization diminishes (Study 3) or disappears (Studies 1 and 2). Importantly, we identify perceptions of organizational authenticity as one key mechanism driving these effects (Studies 2 and 3).