Table 1.

Future research opportunities and synergies for CSR and organizational psychology.

Topic	Potential Research Questions
Whole/ideal self	• All things held equal, how, when, and why can CSR lead to employees living out more of their whole and ideal selves at work?
	• How can organizations use CSR as an employee engagement strategy by enabling employees to bring more of their whole selves at work?
Meaningfulness	• For whom is finding meaningfulness important at work and how can CSR be a source for meaningfulness at and in work?
	• How can organizations design performance management systems that go beyond pay and promotion to also include if employees are carrying out work that is meaningful for them, the organization, and society? Moreover, how can CSR be a pathway for such multilevel models of meaningfulness (to the individual, organization, society)?
Job design	• Can CSR be used as a means for creating relational job designs?
	• Is it possible to create caring and compassionate cultures through CSR? If so, how? And under what conditions are employees positively and/or negatively affected by caring and compassionate cultures?
Creative potential	• Why, how, and when does CSR lead to the unleashing of creative potential?
Other underlying mechanisms	• What are other mediators and moderators that influence the relationship between CSR and employee outcomes?
Methodology	• We need more qualitative studies (e.g., grounded theory) that actually uncover theories of why employees are attracted to CSR. Then these theories can be refined into models relevant for organizational psychology.
	• We also need to be careful that we do not create another silo of research with CSR at the individual level. More multilevel studies are needed.
	• Action research is needed in which we research what is possible for CSR and organizational psychology. Scholars can be at the forefront rather than collecting past data and only making incremental contributions.
	• Models with multiple mediators and moderators are needed in order to create more comprehensive models and avoid false positive findings of more simplistic models.
Practice	• Although all the above opportunities have related questions for practice, an underlying stream relevant for practice is how can organizational psychologists, with their great capability to create models and systems, create ones for implementation of CSR that also improve the workplace?