This study set out to investigate what kind of impact corporate social responsibility(CSR) perceived by individual organizational employees would have on their attitude and behavior within the organization and identify the factors mediating such impacts, thus providing new implications for the roles of CSR activities from the perspective of human resources management and the contribution plans of CSR activities from the perspective of organizational effectiveness. The study focused on the attitude and behavior variables, namely organizational commitment and organizational citizenship behavior, in the analysis of connections between organizational members'' CSR perception and response and examined the mediating roles of organizational prestige and organizational trust in those influential relations.
The research findings were summarized as follows: first, empirical analysis results confirm positive influential relations between all the subdimensions of CSR, which include economic, legal, ethical, and philanthropic responsibility, and organizational prestige perceived by organizational members. In other words, when organizational members perceive that their organization fulfills its economic responsibility to continue to generate profits within the legal framework of compliance management, practices ethical and moral ethics management, and performs activities contributing to the community sincerely, they get to believe that the organizational prestige of their organization is high among the stakeholders outside the organization.
Second, the organizational members'' perceptions of the fulfillment of the subdimensions of CSR, namely economic, legal, ethical, and philanthropic responsibility, by the organization turned out to have positive influence on their organizational trust.
Third, the organizational members'' perceptions of economic, ethical, and philanthropic responsibility of the subdimensions of CSR turned out to have positive effects on their organizational commitment and organizational citizenship behavior. Since legal responsibility connotes "enforcement," organizational members regard the organization''s activities to fulfill legal responsibility as a responsibility that the organization must fulfill naturally and justly for its survival. Negative effects stemming from the nonfulfillment of the responsibility will be more sensitive than positive effects stemming from the fulfillment of the responsibility. Therefore, its importance cannot be ignored just because the hypothesis has been dismissed.
Fourth, the organizational members'' perceptions of organizational prestige among external stakeholders turned out to have significant positive(+) effects on their organizational commitment and organizational citizenship behavior measured in the study as part of organizational members'' attitude and behavior.
Fifth, the organizational members'' support and conviction for the organization or organizational trust turned out to have significant positive(+) impacts on their organizational commitment and organizational citizenship behavior.
Sixth, organizational prestige was proven to have mediating effects between the organizational members'' perceptions of economic, ethical, and philanthropic responsibility of the four subvariables of CSR and their organizational commitment and organizational citizenship behavior. Ethical and philanthropic responsibility, in particular, fully mediated between organizational commitment and organizational citizenship behavior, which are the representative attitude and behavior variables of organizational members, which highlights the importance of organizational prestige perceived by organizational members outside the organization in ethical and moral responsibility and philanthropic activities that are not prescribed in law but are actively performed by the organization.
Finally, organizational trust was proven to have partial mediating effects on the influential relations between the organizational members'' perceptions of economic, ethical, and philanthropic responsibility of the four subvariables of CSR and their organizational commitment and organizational citizenship behavior.
This study sheds light on the relationships of CSR and employees’ attitudes and behaviors. We propose that many researches are needed regarding a variety of situational variables which could have impact on the relationships of CSR and employees’ attitudes and behaviors.