Corporate social responsibility and workplace violence: towards an integrative theoretical framework

Abstract

Workplace violence remains a major organizational issue with enduring human, social, and economic consequences. Existing research has largely addressed this phenomenon through legal, psychosocial, or human resource management perspectives, often in a fragmented and reactive manner. This article develops an integrative theoretical framework that conceptualizes corporate social responsibility (CSR) as a key mechanism for the prevention and regulation of workplace violence.

Drawing on the normative, strategic, and managerial foundations of CSR, and linking them to research on responsible governance, organizational justice, employee recognition, and organizational culture, the analysis demonstrates how CSR can operate upstream by addressing the structural and relational determinants of workplace violence. The article identifies the organizational mechanisms through which CSR shapes managerial practices, the work climate, and employees’ psychological safety, thereby reducing conditions conducive to violent behaviors.

It also highlights the limitations of symbolic or cosmetic CSR, which may generate organizational cynicism and exacerbate internal tensions rather than mitigate them. By offering a systemic and conceptually grounded perspective, this contribution enriches the literature on workplace violence and positions CSR as a relevant theoretical framework for understanding and fostering sustainable prevention at the intersection of managerial, organizational, and ethical approaches. Directions for future research are discussed in order to guide subsequent empirical developments.

Classification JEL : M14; L21; M51

Paper type: Theoretical Research