The influence of a CSR culture on organizational attraction

Abstract

Purpose This study aims to examine the differentiated impact of a potential employer’s perceived corporate social responsibility (CSR) culture on multiple dimensions of organizational attraction. It explores how CSR culture, understood as a shared system of organizational values, influences potential candidates’ perceptions of attractiveness and their behavioural intentions in the job market. Design/methodology/approach A quasi-experimental, scenario-based single-factor study was conducted with 340 future graduates from two Canadian business schools. Drawing on signaling and social exchange theories, the research hypothesizes that CSR culture positively affects organizational attraction across both affective and behavioural outcomes. Findings The results indicate that perceived CSR culture has a significant impact on all organizational attraction measures. Participants exposed to a potential employer with a strong CSR culture reported an almost 20% higher probability of accepting a full-time job offer compared to those exposed to an employer with a weaker CSR culture. CSR culture also positively influences general attractiveness, perceived prestige and job intentions. However, it appears more effective in shaping affective attitudes and perceptions than in directly influencing job market behaviours. Originality/value To the best of the authors’ knowledge, this study is among the first to simultaneously assess the impact of a potential employer’s CSR culture across multiple dimensions of organizational attraction. By distinguishing affective and behavioural responses, it contributes to the theoretical debate on CSR signalling and highlights the strategic importance of CSR culture as a key organizational attribute that companies can leverage to enhance their attractiveness and expand their candidate pool.