When my organization is socially irresponsible: the joint effect of moral obligation and ideological psychological contract in digital employee activism

Abstract

Purpose Facilitated by social media, employee activism is on the rise, often in response to organizations' own socially irresponsible behavior. Given that digital employee activism is a vital yet underexplored research arena, the purpose of this study is to propose and test a theoretical model for understanding this phenomenon. Design/methodology/approach A survey was launched on Dynata, a US-based consumer panel company. A total of 657 representative full-time employees working at different levels of positions participated the survey to indicate their perceptual and behavioral responses to organizational social irresponsibility. Findings Moral obligation was a significant factor in mediating the relationship between organizational social irresponsibility and digital employee activism. Ideological psychological contract adds supplemental weights moderating the mediation effect on digital employee activism. Originality/value This study, based on social regulation theory, explores the rise of employee activism in response to organizations’ socially irresponsible behavior. The study identifies moral obligation and ideological psychological contract as the driving forces behind digital employee activism. This study advances digital employee activism scholarship by incorporating the normative lens of moral obligation and ideological psychological contract.