CSR authenticity and turnover intention: a serial mediation analysis of organisational trust and job satisfaction

Purpose This study aims to examine the relationship between employees’ perceptions of corporate social responsibility (CSR) authenticity and turnover intention in the Indian information technology (IT) sector. Specifically, this study investigates the mediating roles of organisational trust and job satisfaction in explaining the relationship between perceived CSR authenticity and turnover intention. Design/methodology/approach Data were collected from 120 full-time employees working in leading Indian IT organisations, including Infosys, TCS and Wipro. All respondents had a minimum of two years of organisational tenure and were familiar with their organisation’s CSR initiatives. Partial least squares structural equation modelling was used to test the proposed direct and indirect relationships among the study variables. Findings The results indicate that perceived CSR authenticity was not significantly associated with turnover intention through a direct pathway. CSR authenticity was positively associated with organisational trust, which was also positively associated with job satisfaction. Organisational trust significantly mediated the relationship between CSR authenticity and turnover intention, whereas the indirect effect through job satisfaction alone was not significant. Importantly, the sequential mediation pathway through organisational trust and job satisfaction was significant, consistent with the proposed mechanism whereby perceptions of authentic CSR are associated with greater organisational trust, higher job satisfaction and lower turnover intention. Research limitations/implications This study is limited by its cross-sectional design and reliance on self-reported data collected from a single industry context. Future research may use longitudinal designs, incorporate multi-source data and examine additional mediating and moderating mechanisms across different industries and cultural settings. Practical implications The findings suggest that organisations seeking to discourage employee turnover intention should focus not only on implementing CSR initiatives but also on ensuring that such initiatives are perceived as genuine, value-driven and aligned with organisational practices. Perceived CSR authenticity is associated with organisational trust, which is subsequently associated with job satisfaction and r and more favourable retention-related outcomes in knowledge-intensive and highly competitive environments. Social implications This study highlights the importance of authentic CSR in fostering positive workplace relationships and employee well-being. By embedding CSR within organisational values and practices, organisations can create more trustworthy and satisfying work environments while contributing to broader social and ethical objectives. Originality/value This study extends the emerging CSR authenticity literature by showing that the relationship between CSR authenticity and employee turnover intention is primarily reflected through indirect rather than direct pathways. The findings indicate a sequential association in which organisational trust is followed by job satisfaction in explaining the relationship between perceived CSR authenticity and turnover intention. By integrating social exchange theory and affective events theory, the study contributes to the growing micro-CSR literature by providing a more nuanced understanding of the psychological mechanisms associated with employee turnover in the Indian IT sector.