Fr-SYM-629-3 - CSR Managers’ Changing Psychological Contracts In The Midst Of Experiencing Paradox

Psychological Contracts
1 hour
Employment relations
Psychological contracts
CSR managers’ changing psychological contracts in the midst of experiencing paradox
C. Collard 1,*, M. Fortin 1
1Université de Toulouse 1 Capitole, Toulouse, France
Main Abstract Content: CSR managers play an increasing role in organizations (Aguinis & Glavas, 2012) and paradoxes are their motto (De Colle, Henriques, & Sarasvathy, 2014; Putnam et al., 2016; Schad et al., 2016). Our study investigates CSR experts’ sensemaking of paradoxes in interactions. Psychological contracts (PC) theory helps us understand how and which types of paradoxes (Watzlawick, Beavin and Jackson, 2011) may breach PCs.
We collected semi-structured interview data from a stratified sample of 20 CSR managers. Content coding has clustered changes in respondent PC expectations, as well as different paradoxical situations.
First, our data suggest that the experience of CSR managers is indeed ripe with paradox (tranversality vs. verticality, standards vs. values). Second, on the basis of the patterns we find, we formulate testable working hypotheses regarding what types of paradox could result in which PC change or even dissolution (see Trompou et al., 2015).
This is an ideographic and exploratory study, thus the patterns we find remain tentative and will need to be tested in future research. This research could support CSR management resilience through understanding potential negative effects of different types of paradoxical situations. It would also bring knowledge for organizations to support better individuals’ socialization in these new roles.
Despite the growing literature on organizational paradox, to date, it has seen little connection with PC dynamics. Furthermore, this context is interesting to investigate psychological contract violations given our respondents’ autonomy in enacting and designing their roles.


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