Journal of Modern Business Administration

Drawing on a multilevel analytical framework, this study examines how corporate social responsibility (CSR) shapes employee loyalty. CSR practices not only respond to stakeholder expectations but also strengthen internal cohesion, and employees' perceptions of these practices elicit differing emotional and behavioral reactions. Based on this logic, the study integrates organizational-level and individual-level variables to construct a mechanism model that captures the internal effects of CSR. The results show that stronger CSR practices lead employees to maintain more enduring relationships with their organizations. These findings provide empirical support for the development of organizational competitiveness and offer a foundation for fostering more harmonious employment relations.

Corporate social responsibility; Employee loyalty; Multilevel mechanism; Organizational cognition