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Pattern and process in Amazon tree turnover, 1976-2001

Phillips O, Baker T, Arroyo L, Higuchi N, Killeen T, Laurance W, Lewis S, Lloyd J, Malhi Y, Monteagudo A, Neill D, Nunez Vargas P, Silva J, Terborgh J, Vasquez Martinez R, Alexiades M, Almeida S, Brown S, Chave J, Comiskey J, Czimczik C, Di Fiore A, Erwin T, Kuebler C, Laurance S, Nascimento H, Olivier J, Palacios W, Patino S, Pitman N, Quesada C, Saldias M, Torres Lezama A, Vinceti B ...see all

Philosophical Transactions of the Royal Society B: Biological Sciences, vol. 359, issue 1443 (2004) pp. 381-407

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Abstract

Corporate social responsibility has received an increasing amount of attention from practitioners and scholars alike in recent years. However, very little is known about whether or how corporate social responsibility affects employees. Because employees are primary stakeholders who directly contribute to the success of the company, understanding employee reactions to corporate social responsibility may help answer lingering questions about the potential effects of corporate social responsibility on firms as well as illuminate some of the processes responsible for them. To begin our chapter, we provide a brief history of scholarship on corporate social responsibility and highlight some of the major challenges researchers in this area currently face. We then discuss why corporate social responsibility may represent a special opportunity to influence employees’ general impression of their company. Next, we identify four distinct paths through which corporate social responsibility may affect employees’ relationship with their company that correspond to four universal psychological needs: security, self-esteem, belongingness, and a meaningful existence. Finally, we offer an agenda for micro-level research on corporate social responsibility. Contents

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Authors

  • O. L. Phillips

  • T. R. Baker

  • L. Arroyo

  • N. Higuchi

  • T. J. Killeen

  • W. F. Laurance

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