Leveraging Corporate Social Responsibility for Viability and Sustainability of Minority‐Owned Businesses

ABSTRACT Despite the extensive literature on corporate social responsibility (CSR), the relevance to minority‐owned business enterprises (MBEs) has received limited attention. This research examines how CSR practiced by MBEs affects employee response. Two studies were undertaken to address this relationship. Study 1 employed a mixed‐methods approach to modify the traditional CSR scale for MBEs, referred to as CSR‐MBE in the current study. This scale encompasses two dimensions: General CSR (GCSR) and minority‐specific CSR (MSCSR). Study 2 utilized the CSR‐MBE scale to examine their respective effects on employees through a serial mediation model. The findings demonstrate that MSCSR exerts a stronger influence on employee outcomes, including loyalty, mediated by work meaningfulness, mindfulness, and organizational pride, underscoring the pivotal role of cultural alignment. This study introduces a novel framework for understanding CSR in culturally specific contexts and provides actionable insights for MBEs to leverage culturally resonant CSR strategies, enhancing employee loyalty and achieving a sustainable competitive advantage.