The Mediating Role of Corporate Social Responsibility and Employee Proactivity in the Relationship Between Organizational Punishment and Corporate Performance: A Case Study of Alibaba

Abstract

This study investigates the complex relationships among organizational punishment, employee proactivity, corporate social responsibility (CSR), and corporate performance in Chinese internet enterprises, focusing on Alibaba as a case study. Using a moderated mediation model, the research empirically analyzes how organizational punishment indirectly influences corporate performance through CSR and employee proactivity. The findings reveal that while organizational punishment alone does not directly affect corporate performance, it significantly improves outcomes when mediated by CSR and employee proactivity. To explore these relationships, this study employs Structural Equation Modeling (SEM), a widely used technique in management research to analyze complex interactions between variables. SEM is particularly suitable for testing direct and indirect effects, providing a robust framework for examining latent constructs and their interrelations (Hair et al., 2019). The study provides valuable insights into designing balanced management strategies that accommodate both control and motivational approaches, thereby fostering a sustainable competitive advantage for firms in the Internet sector. The research highlights the importance of considering CSR and employee proactivity when implementing organizational punishment measures to optimize employee behavior and organizational outcomes.