Corporate social responsibility shapes organizational citizenship behavior among gen Z: the role of pride, engagement and person–organization fit

Purpose This study analyzes how corporate social responsibility (CSR) – including internal CSR, CSR toward the community, CSR toward customers, and CSR toward the government – affects the organizational citizenship behavior (OCB) of Generation Z employees in Vietnam. It focuses on uncovering the psychological mechanisms through which CSR is translated into OCB via employees' organizational pride (EOP) and employee engagement (ENG), while also testing the moderating role of person–organization fit (POF). Design/methodology/approach Data were collected from 340 Generation Z employees working in enterprises across various sectors such as information technology, finance–banking, e-commerce, manufacturing, and marketing–communications in Vietnam. The study employed PLS-SEM technique using SmartPLS 4 to test the research hypotheses. Findings The results reveal that CSR positively influences EOP and ENG, thereby fostering OCB. Notably, the study identifies the independent mediating roles of EOP and ENG in the CSR–OCB relationship. Furthermore, ENG serves as an additional mediator linking organizational pride to OCB. The findings also confirm that POF strengthens the effects of CSR, organizational pride, and ENG on organizational citizenship behavior. Originality/value This study contributes to the employee-level CSR literature by demonstrating that CSR is not merely a managerial practice but is interpreted by Generation Z employees as a signal of organizational values and identity. It clarifies the psychological process through which CSR perceptions are transformed into OCB via sequential psychological responses involving organizational pride and ENG. Moreover, the study identifies POF as a critical boundary condition that enhances the effectiveness of CSR in promoting positive employee behaviors.