The influence of synchronization of HR and PR practices in developing a strong CSR culture (No Full Text)

Abstract

Cultivating a CSR culture in an organization requires coordinated efforts spanning various functions in that organization. While former research has investigated the independent effects of HR and PR practices on Corporate Social Responsibility (CSR) culture, a critical gap exists regarding their combined influence, and their role in promoting individual social responsibility. This study investigates the novel concept of synergistic HR-PR practices, elucidating how positioning these functions strengthens employees’ individual social responsibility, ultimately fostering a robust and enduring CSR culture. Employing a mixed-methods approach, the research begins with a qualitative single-case study to gain insights into the process. Subsequently, a quantitative survey (N = 160) is conducted, with data analyzed using Structural Equation Modeling (SEM) with SmartPLS. The results confirmed the significant relationship between the synchronization of HR-PR practices and a strong CSR culture through the mediating effects of individual responsibility. This finding unveiled the fundamental role of consistent and synchronized external and internal CSR messaging in promoting employees’ individual social responsibility, which in turn helps them embrace their role in upholding a strong CSR culture within the organization. This finding significantly advances the HR-PR-CSR discourse and offers valuable guidance for policymakers aiming to achieve desired CSR results. © 2024 Taylor & Francis Group, LLC.