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Despite the numerous forays into understanding the concept and consequences of Corporate Social Performance (CSP), very little is known about how CSP impacts employees. In response, this study examines the relationship between employee perceptions of CSP and organizational commitment in a manufacturing industry setting. Survey data are collected from 136 production employees at three kitchen cabinet manufacturers in the United States. The results of the study show that both community-related and environmentally-related CSP are positively related to organizational commitment. These results imply that companies should communicate their CSP to all employees because it has the potential to increase their employees’ organizational commitment, which may result in positive organizational outcomes. This study contributes to extant literature by highlighting the importance of employees as a relevant stakeholder for CSP research, as well as employing comprehensive perceptual measures of both community-related and environmentally-related CSP, in a manufacturing context. [ABSTRACT FROM PUBLISHER]

This article seeks to test whether a leader's position in the team's informal network strengthens or weakens the leader's team. Based on data collected from 231 employees working in 19 teams in a manufacturing organization, the study tested whether two different leader network centralities in teams' advice networks predicted team conflict and viability. Teams with more prestigious formal leaders (i.e., leaders whom a high proportion of subordinates sought out for advice) experienced lower levels of team conflict and had higher levels of team viability. In contrast, teams with leaders who brokered across subordinates within a team's advice network (i.e., leaders who had advice ties with subordinates who did not have advice ties with each other) reported elevated levels of team conflict and lower levels of team viability, even when controlling for the team leader's prestige. Team conflict mediated the effects of the two leader network positions on team viability. [ABSTRACT FROM AUTHOR]