Abstract:
This research focuses on the importance of corporate social responsibility in building the company’s reputation. Experts have studied
CSR as an antecedent of a company’s reputation, but the mechanisms underlying this process are rarely explored. Therefore, to fill this
research gap, we demonstrate CSR’s implementation combined with organizational justice based on discrepancy and equity theory. This
study involved 210 employees in a family company. The study’s analysis method uses Structural Equation Model (SEM), SmartPLS, with
a five-step measurement and analysis procedure. The variables in this study are CSR implementation, organizational justice, employee
trust, firm reputation, organizational objectiveness, organizational commitment, job satisfaction, and job performance. The results found
that some of the direct relationships stated were not significant, but all demonstrations of indirect links were substantial. Besides, optimal
CSR and organizational justice provide a reliable and positive domino effect in increasing the role and consequences of employee trust and
firm reputation. The findings in this study confirm that upstream-downstream job performance causality can be successfully achieved if
job satisfaction has been realized, job satisfaction can be achieved if organizational commitment can also be recognized, and organizational
commitment can be developed. Reflection and influence, rather than organizational attractiveness becomes essential
