Pavlos Vlachos
Datos Biográficos
| ID | 5790355 |
|---|---|
| NOMBRE | Pavlos Vlachos |
| NOMBRES | Pavlos |
| APELLIDO | Vlachos |
| FIRMA | VLACHOS P |
| AFILIACIONES | Alba Graduate Business School at The American College of Greece Athens Greece |
| ORCID | 0000-0002-0885-7143 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 7 |
| TOTAL DE CITAS | 18 |
| TOTAL COMO AUTOR | 7 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2009 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2025 |
| ÍNDICE H | 2 |
Stakeholder Capitalism
Are publicly traded tourism and hospitality providers greenwashing
Employee reactions to planned organizational culture change
Can organizational culture be intentionally changed? And if so, what are the pathways to success versus failure? We address these questions by employing a configurational perspective, which allows us to examine the impact of multiple combinations of employee perceptions and traits on planned organizational culture change. Although employees have long been the focus of culture change research, the complex interactions of factors affecting their re…
Does “how” firms invest in corporate social responsibility matter? An attributional model of job seekers’ reactions to configurational variation in corporate social responsibility
Although corporate social responsibility (CSR) practices can increase firm attractiveness, this process can be undermined if CSR activities signal the “wrong” motives to job seekers. Yet, how these attributed motives form, and why job seekers are likely to infer favorable or unfavorable causal attributions underlying CSR activity, remain open questions. We draw on Kelley’s covariation model to address this gap. We develop and test an attributiona…
The effects of managerial and employee attributions for corporate social responsibility initiatives
Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factor…
Employee judgments of and behaviors toward corporate social responsibility
Do employee judgments of their organization's corporate social responsibility (CSR) programs relate to CSR‐specific performance and in‐role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that emp…
Corporate social responsibility
Employee judgments of and behaviors toward corporate social responsibility
Do employee judgments of their organization's corporate social responsibility (CSR) programs relate to CSR‐specific performance and in‐role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that emp…
The effects of managerial and employee attributions for corporate social responsibility initiatives
Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factor…
Are publicly traded tourism and hospitality providers greenwashing
Employee reactions to planned organizational culture change
Can organizational culture be intentionally changed? And if so, what are the pathways to success versus failure? We address these questions by employing a configurational perspective, which allows us to examine the impact of multiple combinations of employee perceptions and traits on planned organizational culture change. Although employees have long been the focus of culture change research, the complex interactions of factors affecting their re…
Does “how” firms invest in corporate social responsibility matter? An attributional model of job seekers’ reactions to configurational variation in corporate social responsibility
Although corporate social responsibility (CSR) practices can increase firm attractiveness, this process can be undermined if CSR activities signal the “wrong” motives to job seekers. Yet, how these attributed motives form, and why job seekers are likely to infer favorable or unfavorable causal attributions underlying CSR activity, remain open questions. We draw on Kelley’s covariation model to address this gap. We develop and test an attributiona…
Corporate social responsibility
Employee judgments of and behaviors toward corporate social responsibility
Do employee judgments of their organization's corporate social responsibility (CSR) programs relate to CSR‐specific performance and in‐role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that emp…
The effects of managerial and employee attributions for corporate social responsibility initiatives
Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factor…
Does “how” firms invest in corporate social responsibility matter? An attributional model of job seekers’ reactions to configurational variation in corporate social responsibility
Although corporate social responsibility (CSR) practices can increase firm attractiveness, this process can be undermined if CSR activities signal the “wrong” motives to job seekers. Yet, how these attributed motives form, and why job seekers are likely to infer favorable or unfavorable causal attributions underlying CSR activity, remain open questions. We draw on Kelley’s covariation model to address this gap. We develop and test an attributiona…
Are publicly traded tourism and hospitality providers greenwashing
Employee reactions to planned organizational culture change
Can organizational culture be intentionally changed? And if so, what are the pathways to success versus failure? We address these questions by employing a configurational perspective, which allows us to examine the impact of multiple combinations of employee perceptions and traits on planned organizational culture change. Although employees have long been the focus of culture change research, the complex interactions of factors affecting their re…
Stakeholder Capitalism
Political science (6 obras) · Public relations (6 obras) · Corporate social responsibility (5 obras) · Corporate Social Responsibility Reporting (5 obras) · Psychology (5 obras) · Social Psychology (5 obras) · Environmental Sustainability in Business (4 obras) · Social Psychology (4 obras) · Attribution (3 obras) · Business (3 obras)