Study from Spain shows how clan and adhocracy cultures help to foster the internal CSR practices which improve worker happiness

Purpose The authors felt there was a lack of prior evidence about the antecedents of internal CSR and its relationship with employees’ happiness. The study considered the role of organizational culture as a determinant of internal CSR actions. Design/methodology/approach The authors questioned 921 employees of companies from various sectors in Spain. The respondents mainly worked for service and industrial companies with fewer than 50 employees and an annual turnover above 250,000 euros. They were mostly men, mainly well-educated and the average age was 38.5. They were surveyed using a questionnaire with 59 questions assessing internal CSR processes (20 items), organizational culture (24 items) and employee happiness (15 items). Findings The results showed that clan and adhocracy cultures are positively and significantly associated with internal CSR practices. In the case of hierarchy culture, it is positively related to adaptability to change and occupational health and safety. But the results did not support the hypotheses related to market culture as only its relationship with adaptability to change was positive. The data also indicated the significant and positive effect of internal CSR on employee happiness. Originality/value The authors believe their study has implications for practitioners and policymakers. They argue that organizations should try to develop cultures that help to promote internal CSR, which means adhocracy and clan. Meanwhile, there are also practical implications for researchers. First, the model integrates happiness, which is rare in CSR studies. Second, the study addresses a gap in the research about how company culture acts as an antecedent to internal CSR. Third, the study generates knowledge about internal CSR from the perspective of employees.