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Visiting Fellow Profile

Soojung Lee

soojung leeCountry of Origin: Korea
Visiting Period: August 2012 - August 2013
Faculty Sponsor: Edward Lawler, Ph.D. 
E-Mail: sl2586@cornell.edu

Background & Previous Experience: Soojung Lee received her bachelor’s degree, master’s degree, and Ph.D in business administration from Ewha Womans University in Seoul, Korea. She has also been a lecturer of business administration at Ewha Womans University since 2010 where she taught introduction to management and organizational behavior.

Current Research at ILR:
Soojung Lee’s current research focuses on the link of macro organizational behavior to micro organizational behavior in the organization. In previous studies, scholars labored on the one side of Coleman’s Boat, which investigated how the aggregation of micro order brings about the macro organizational behavior. Lee, however, is interested in the other side of Coleman’s Boat, the effect of macro structure on employees’ behaviors. Specifically, she has explored the effect of corporate social responsibility (CSR) on employees’ citizenship behavior. She has investigated how and in which conditions CSR leads to employees’ citizenship behavior.

Various factors influence employees’ organizational citizenship behavior. One of the most important variables in connection with CSR is the organization’s authenticity. Organizations engage in CSR to gain both the external legitimacy from outside stakeholders and the internal legitimacy to fulfill corporate management philosophy. Unlike the outside stakeholders such as stockholders or consumers, employees have easy access to the internal information based on which they can speculate the management authenticity for CSR. The inauthentic management tends to focus on the external legitimacy ignoring the internal legitimacy. If employees perceive more authentic motives from management CSR strategy, then they are more likely to engage in organizational citizenship behavior (OCB).

Thus far, Lee has studied the effects of employees’ perceptions of management’s CSR strategy on their attitudes and behaviors focusing on the cognitive side. Currently, she is developing a model explaining both emotional and cognitive processes triggered from employees’ perceptions of management’s CSR authenticity. If employees perceive the CSR authenticity, it could lead to their positive emotions such as pride or loyalty, which in turn broadens the repertories of their behaviors. Positive emotions can trigger expanded shared responsibility among employees. Shared responsibility in turn results in increasing OCB and decreasing antisocial behavior. In sum, Lee plans to test the theoretical model which shows that both positive emotion and shared responsibility among the employees could be the internal mechanism between CSR and employees’ citizenship behavior.

- Soojung Lee