Reflection of Innovative Climate on Corporate Social Responsibility, Mediating Role of Individual Creativity

Abstract

The aim of this study was to compare IC and CSR and to examine ICr as a mediating variable. The study employed a relational survey design and involved participants drawn from industrial organizations based in Tehran. To evaluate participants’ perceptions of innovation climate, corporate social responsibility, and Individual Creativity, standardized questionnaires were used. In analyzing the findings, the structural equation modeling (SEM) approach was adopted, and the analyses were conducted using SPSS AMOS version 26. The analysis revealed that an Innovative Climate exerts a positive and statistically significant influence on CSR. In addition, a positive and significant association was identified between Innovative Climate and Individual Creativity. The results further demonstrated a meaningful relationship between Individual Creativity and CSR. Finally, to test the hypothesis of partial mediation, the study confirmed that Individual Creativity functions as a mediating mechanism between IC and CSR. Overall, these findings highlight the critical role of an innovative environment in enhancing CSR efforts from the perspective of Individual Creativity, and they provide insight for future studies aimed at developing strategies to strengthen creativity as a strategic means of achieving more effective CSR outcomes. The study advocates the development of an innovation-oriented mindset as a pathway to promoting socially responsible practices within Tehran’s industrial sector.

1. Introduction

Industry in Iran is a vertically integrated system and has a strong dependency on government regulations and economic conditions. On the other hand, the sector has endured several challenges, such as quality, inequity, and accessibility problems in general, and even more so in rural areas [1]. Trust and resistance have been undermined by the use of industrial policy for political and ideological reasons [2]. Furthermore, brain drain, driven by economic instability, has weakened the sector’s innovation and technological capabilities [3]. These challenges highlight the urgent need for reforms [1,2].

For sustainable development, industrial activities should account for social, economic, and environmental issues. Disparities and lack of infrastructure are still hindering progress toward Sustainable Development Goals (SDGs), including impoverished localities [1]. The ongoing brain drain not only constricts the ability to innovate and grow in the long term but also undermines overall competitiveness [4]. Reforms should be designed to align industrial policies with sustainability concepts and, in so doing, promote social justice, environmental conservation, and fair economic growth [5,6]. An Innovative Climate is critical to overcoming these challenges. By providing creativity, fresh thought, and therefore organizational success, such a setting is conducive to long-term performance [7,8]. Innovative climates also enhance the performance of Corporate Social Responsibility (CSR) by promoting proactive employee involvement in socially responsible activities [9]. Leadership is crucial in fostering such an environment of openness and innovative thinking by encouraging creativity and employee participation in CSR activities [6].

Creativity, defined as the capacity to produce new and useful ideas, flourishes in an innovative culture [10]. In such environments, employees are more prone to generate self- initiated ideas that can advance organizational goals [11]. Such creativity enhances CSR effectiveness and reinforces the efficiency and stability of sustainability activities [12]. The present study investigates the link between an innovative environment and CSR, focusing on the interaction effects of Individual Creativity. Through the exploration of these linkages, the study seeks to offer both practical and theoretical contributions to innovation and sustainability [6,9].

The paper advances the knowledge of Iran’s industrial landscape by introducing new environments to foster creativity and to promote CSR behaviors. This can help enhance CSR results, achieve sustainability efforts, and provide competitive advantages, which, in the long term, will benefit both society and the environment [7,11]. In this direction, the goal of this research is to compare Innovative Climate (IC) and CSR, and examine Individual Creativity (ICr) as a mediating variable.

1.1. Theoretical Background and Hypothesis Development

1.1.1. Innovative Climate (IC)

An Innovative Climate (IC) refers to an organizational environment that actively encourages creativity, experimentation, and the implementation of novel ideas. It is characterized by key attributes such as psychological safety, autonomy, openness to risk, and tolerance for failure—factors that stimulate individual and team-level innovation [13,14]. This type of climate fosters a shared perception among employees that innovation is both valued and expected, leading to greater engagement in proactive, creative behavior [15].

According to Amabile’s Componential Theory of Creativity [10], Individual Creativity thrives in environments that support task-relevant skills, intrinsic motivation, and creative-thinking processes. These factors are all amplified in climates where leaders empower employees, provide freedom of expression, and recognize novel contributions.

Organizational environments that support innovation typically exhibit features such as empowering leadership, a collaborative culture, open communication, and intentional resource allocation [16]. Supportive leaders promote idea generation by encouraging experimentation and shielding employees from the fear of failure [17]. In addition, transparent communication and encouragement of diverse perspectives help establish cognitive diversity, which is a critical enabler of breakthrough thinking and problem solving [18].

Reward and recognition systems also contribute significantly. When employees’ creative efforts are acknowledged and rewarded, motivation is enhanced, leading to sustained innovative behavior and a long-term competitive edge [19,20].

Importantly, the influence of an Innovative Climate extends beyond internal performance to its external societal impact, particularly through Corporate Social Responsibility (CSR). According to Stakeholder Theory [21], companies bear responsibility not just to shareholders but to all stakeholders, including society and the environment. Innovative environments enable the generation of CSR-focused solutions, such as eco-efficient processes, ethical labor practices, and inclusive community engagement strategies [13,22].

Thus, Innovative Climates are foundational to both organizational agility and CSR integration, providing the context in which creative individuals and socially responsible systems can co-evolve. In this way, they support not only performance and competitiveness but also legitimacy and long-term sustainability.

1.1.2. Innovative Climate (IC) and Corporate Social Responsibility (CSR)

Corporate Social Responsibility (CSR) refers to an organization’s voluntary commitment to economic, legal, ethical, and philanthropic responsibilities that serve society and the environment [23]. It entails a delicate balance between profit maximization and the pursuit of broader societal and sustainability objectives [24]. CSR activities typically include environmental protection, education, labor rights, healthcare, and ethical governance, establishing a multidimensional platform through which firms engage with stakeholders and maintain their social license to operate [25].

CSR efforts are instrumental in enhancing organizational legitimacy, stakeholder trust, employee motivation, and, ultimately, firm performance [13]. Thus, CSR is not merely a reputational device, but a strategic orientation embedded within sustainable business models [26]. The connection between Innovative Climate (IC) and CSR stems from the enabling role that innovation-oriented environments play in fostering socially responsible behavior. ICs are defined by characteristics such as experimentation, openness, and psychological safety, which empower employees to generate creative and context-specific CSR solutions [15]. Such environments not only stimulate idea generation but also improve implementation through cross-functional collaboration, learning, and value creation [22].

It is also important to note that individual characteristics, such as gender and education level, can influence how employees engage in CSR. Research indicates that women are more likely to demonstrate stronger ethical sensitivity and prosocial values, often resulting in greater emotional investment in CSR-related activities [27]. Similarly, individuals with higher levels of education tend to have greater awareness of environmental and social issues, enabling them to approach CSR with more strategic insight and innovative thinking [28]. These attributes can amplify the effectiveness of CSR efforts, especially in innovative organizational environments.

Emerging research indicates that innovation-oriented Organizational Citizenship Behavior (OCB) is positively associated with employee engagement in CSR activities [19]. In innovation-rich organizational cultures, CSR initiatives tend to be more authentic, dynamic, and aligned with internal capabilities [16]. Evidence from industrial organizations in Iran further confirms that Innovative Climates significantly enhance CSR performance and long-term impact by increasing employee participation and strategic adaptability [17].

This linkage is well-supported by Stakeholder Theory [21], which posits that firms have obligations not only to shareholders but also to a broader network of stakeholders, including employees, communities, and the natural environment. An Innovative Climate enables organizations to meet these stakeholder responsibilities in creative and proactive ways.

Hypothesis 1. 

Innovative Climate has a positive and significant effect on Corporate Social Responsibility.

1.1.3. Innovative Climate (IC) and Individual Creativity (ICr)

Individual Creativity (ICr) refers to the ability of employees to generate novel and useful ideas that contribute to organizational goals, solve problems, and drive innovation. Within organizational contexts, creativity is not solely an innate trait but rather emerges from the dynamic interaction between individual cognitive capacities and supportive environmental conditions [10].

An Innovative Climate (IC) is defined as an organizational environment that encourages experimentation, risk-taking, and autonomy, all of which are necessary for fostering creative output. Such climates provide employees with psychological safety, intrinsic motivation, and structural freedom needed to explore and develop new ideas [15].

According to Amabile’s Componential Theory of Creativity, three elements are required to support Individual Creativity: domain-relevant skills, creativity-relevant skills (such as cognitive flexibility), and task motivation. These components thrive when embedded within organizational settings that offer recognition, meaningful feedback, autonomy, and room for experimentation with ideas—key features of an Innovative Climate [10].

Additionally, Bandura’s Social Cognitive Theory highlights that individuals are more likely to engage in creative behavior when they possess high levels of self-efficacy and are situated within environments that reinforce learning through observation, encouragement, and reinforcement [29]. Innovative climates provide these learning cues and facilitate the growth of personal creative self-beliefs.

Empirical studies support the notion that such environments enhance employees’ cognitive engagement, stimulate divergent thinking, and promote organizational adaptability [13,17]. Diversity of thought—especially when nurtured within collaborative innovation teams—further enhances creative performance by introducing multiple perspectives and reducing cognitive fixation [18].

Moreover, Innovative Climates encourage employees not only to propose original ideas but also to implement them effectively, thereby enhancing problem-solving capacity and industrial competitiveness [30]. This demonstrates that an IC acts as a strategic enabler of Individual Creativity, which, in turn, contributes to organizational innovation and sustainable performance.

Hypothesis 2. 

Innovative Climate has a positive and significant effect on Individual Creativity.

1.1.4. Individual Creativity (ICr) and Corporate Social Responsibility (CSR)

The relationship between Individual Creativity (ICr) and Corporate Social Responsibility (CSR) is gaining increasing attention as organizations strive to align innovative capacity with social and environmental responsibility. Individual creativity is defined as the ability of employees to develop new and useful ideas that contribute to both operational efficiency and strategic differentiation [10]. In the context of CSR, creative employees are not only more capable of identifying social problems, but also of proposing novel, impactful solutions that address them effectively.

The theoretical foundation of this relationship is grounded in Amabile’s Componential Theory of Creativity, which asserts that creativity emerges at the intersection of domain-relevant skills, creativity-relevant processes, and task motivation—all of which can be influenced by organizational context. When firms cultivate an environment that promotes psychological safety, autonomy, and intrinsic purpose, employees are more likely to engage in creative behaviors that support not only innovation, but also prosocial organizational objectives such as CSR [31].

Moreover, from a Stakeholder Theory perspective [21], CSR involves recognizing and addressing the interests of a broad range of internal and external actors—including employees. As internal stakeholders, employees play a critical role in shaping how CSR is enacted and experienced. Creatively engaged employees act as internal change agents, translating broad CSR mandates into meaningful, localized, and effective initiatives [32]. These bottom-up processes make CSR more relevant, embedded, and sustainable in practice.

In particular, empirical research has shown that when employees perceive CSR policies as fair, authentic, and aligned with their personal values, they are more likely to internalize and contribute to them creatively. Such environments support the co-creation of CSR activities, leading to outcomes that are not only socially valuable but also strategically differentiating [33]. Additionally, internal CSR initiatives that empower and recognize individual contributions tend to foster stronger creative engagement, which, in turn, enhances the quality and impact of CSR programs [34].

Therefore, Individual Creativity should not be seen merely as a byproduct of CSR culture, but as a driving force behind its successful implementation and innovation. Encouraging creativity within CSR frameworks enables firms to adapt more dynamically to complex societal expectations while cultivating internal legitimacy and stakeholder trust.

Hypothesis 3. 

Individual Creativity has a positive and significant effect on Corporate Social Responsibility.

1.1.5. The Mediating Role of Individual Creativity (ICr) on Innovative Climate (IC), and Corporate Social Responsibility (CSR)

The relationship between Innovative Climate (IC) and Corporate Social Responsibility (CSR) is not strictly direct but is often mediated by Individual Creativity (ICr). Innovative Climates—defined by psychological safety, autonomy, support for idea generation, and openness to risk—create fertile ground for creativity to flourish. In such environments, employees are more likely to contribute original, socially responsive ideas that can be translated into meaningful CSR initiatives [10].

According to the Componential Theory of Creativity [10], creativity arises from the interaction of domain-relevant skills, creativity-relevant processes, and intrinsic task motivation. When IC levels are high, it enhances these three drivers, thereby increasing employees’ potential to generate novel solutions that address social and environmental challenges.

From a Social Cognitive Theory perspective [29], environmental factors (like an Innovative Climate) influence personal behavior (such as CSR engagement) through internal cognitive mechanisms like self-efficacy and creativity. Individual Creativity thus serves as a psychological link between contextual enablers and socially responsible behavior.

Empirical evidence supports this conceptual framework. For instance, [35] found that CSR perception significantly enhances employee creativity, and this creativity, in turn, improves organizational CSR outcomes—especially when employees experience job autonomy and innovation support. These findings confirm that the presence of a supportive, Innovative Climate indirectly shapes CSR practices by nurturing creativity among employees.

Moreover, creativity ensures that CSR initiatives are not only compliant but also strategic, authentic, and socially embedded. Employees who are encouraged to innovate are better equipped to co-design CSR strategies that align with both organizational goals and stakeholder expectations [33]. In this way, ICr functions as an indispensable bridge between internal innovation and external responsibility.

Hypothesis 4. 

Individual Creativity (ICr) has significant mediating effects on the relationship between Innovative Climate (IC) and Corporate Social Responsibility (CSR).

2. Materials and Methods

In this research, a quantitative method was utilized to analyze the reflections of IC on CSR and the mediating influence of ICr. The study was carried out using a correlational survey design, with the proposed research model based on hypotheses.

The research methodology led to the presentation of the hypothesis through the conceptual model outlined for the study. Figure 1 illustrates the connections between the variables involved. The model proposes to investigate the effects of IC on CSR and the mediating role of ICr in this context. It is hypothesized that organizations striving to foster an Innovative Climate can positively influence CSR by enhancing Individual Creativity. Assuming that ICr partially mediates this connection, it is predicted that CSR can be improved through this process.

2.1. Samples

This study targeted individuals employed in industrial organizations operating in Tehran. To ensure representativeness and reduce potential sampling bias, a stratified random sampling strategy was employed. Stratification was based on key demographic characteristics—gender (male/female) and educational level (Elementary School, Middle School, High School, Pre-University Diploma, Associate Degree, Bachelor’s Degree, Master’s Degree, Ph.D.)—which are supported in the literature as variables potentially influencing individuals’ Corporate Social Responsibility (CSR) tendencies.

Following stratification, participants within each stratum were selected through simple random sampling, thereby maintaining equal selection probability and achieving demographic balance across the sample. This two-stage sampling procedure enhanced internal validity by allowing for the assessment of the effects of control variables within the model [36].

Prior to the main phase of data collection, a pilot study was conducted with 334 participants from industrial organizations in Tehran. This preliminary stage was implemented to test the clarity, linguistic accuracy, and cultural relevance of the translated measurement instruments, contributing to their refinement before broader administration.

The study focused on four major industrial sectors in Tehran: manufacturing, automotive, chemical processing, and metal fabrication. These sectors were deliberately selected due to their economic prominence, organizational structures, and their centrality to innovation-oriented production systems. Furthermore, the diversity in employee profiles within these sectors offered a meaningful context for exploring the relationships between Innovative Climate, Individual Creativity, and CSR.

Data collection took place between September and December 2024. The researcher personally visited the selected industrial enterprises, distributed the survey forms face-to-face, and directly administered them on-site. During this process, direct contact was established with local firms operating in Tehran’s industrial zones. As a result, a total of 494 valid responses were obtained. Demographic characteristics of the participants are presented in

Table 1. Demographic characteristics of study participants.

	Group	Frequency	Percentage %
Gender	Male	305	61.7
	Female	189	38.3
Age	21–30	125	25.3
	31–40	159	32.2
	41–50	123	24.9
	51–60	53	10.7
	60+	34	6.9
Level of Education	Elementary School	17	3.4
	Middle School	34	6.9
	High School	58	11.7
	Pre University Diploma	60	12.1
	Associated Degree	75	15.2
	Bachelor Degree	132	26.7
	Master	91	18.4
	Ph.D.	27	5.5
Tenure at Current Workplace	0–1 years	92	18.6
	1–3 years	87	17.6
	3–5 years	89	18.0
	5–10 years	102	20.6
	10 years+	124	25.1
Total Working Time	1–5 years	108	21.9
	6–10 years	93	18.8
	11–15 years	103	20.9
	16–20 years	105	21.3
	20+	85	17.2
Job Position	Worker	217	43.9
	Technician	103	20.9
	Middle Manager	42	8.5
	Senior Manager	13	2.6
	Other	119	24.1

.

Table 1 summarizes the demographic characteristics of 494 study participants. The sample consists of 61.7% males and 38.3% females. Most participants are aged 31–40 (32.2%), followed by 21–30 (25.3%) and 41–50 (24.9%). Regarding education, the majority hold a bachelor’s (26.7%) or master’s degrees (18.4%). Tenure at the current workplace shows that 25.1% have over 10 years of experience, while total working time reveals that 21.9% have 1–5 years and 21.3% have 16–20 years. In terms of job positions, 43.9% are workers, 20.9% are technicians, and 24.1% hold other roles.

2.2. Measures

To assess the perceptions of participants working in industrial companies, the IC, CSR, and ICr scales were used. The IC scale was developed by Seigel and Kaimmerer [37]. It was later adapted as a 5-item scale used in related studies, in which the Cronbach’s alpha reliability coefficient was reported as 0.87 [38]. The scale was created as a 5-point Likert type.

The CSR scale was created by Singh, Sanchez, and del Bosque in 2008 [39]. This scale combines elements from earlier research and is structured around four key dimensions: commercial, ethical, social, and support. The commercial dimension focuses on strategies for product commercialization and how consumers perceive these products [40,41]. The ethical dimension evaluates behaviors related to ethics, such as adherence to laws and fostering honest relationships [42,43]. The social dimension encompasses activities related to social responsibility, including environmental protection and community investment [44]. Lastly, the support dimension gauges consumer backing for responsible business practices [42,45]. This detailed scale has been utilized to evaluate how companies’ social responsibility efforts influence consumer perceptions. Each of the commercial, ethical, and social dimensions includes four items, while the support dimension has five items. The scale is assessed using a 5-point Likert scale.

The ICr scale was created by Karwowski in 2011 and includes two main components: creative self-efficacy (CSE) and creative personal identity (CPI) [46]. The CSE component features six items that evaluate how confident individuals feel about their ability to tackle creative challenges. On the other hand, the CPI component has five items that look at how significant creativity is to a person’s self-image. This scale has demonstrated strong reliability and validity and has been utilized in numerous studies [47]. It is also assessed using a 5-point Likert scale.

In the pilot study, the Cronbach’s alpha values for the three scales were determined as follows: 0.889 for the IC scale, 0.839 for the CSR scale, and 0.909 for the ICr scale. These results indicate a high level of internal consistency, supporting the reliability of the translated measures prior to the main data collection.

In this research, the Cronbach’s alpha values for the three scales were determined as follows: 0.89 for the IC scale, 0.83 for the CSR scale, and 0.90 for the ICr scale. Furthermore, both exploratory and confirmatory factor analyses were performed on the scales. Consequently, the construct validity and reliability of the scales were established, confirming that each scale effectively measures the intended concepts.

2.3. Data Analysis

Before proceeding with the main data analysis, several preliminary procedures were conducted to ensure the dataset’s suitability for statistical evaluation. The data obtained from the sample were analyzed using SPSS version 26. Initially, missing values were examined, and the normality of the variables was assessed using skewness and kurtosis coefficients. All variables fell within the acceptable range of ±1.5, indicating compliance with the assumption of normal distribution. Descriptive statistics for the demographic variables—such as participants’ gender, age, education level, and job position—were calculated through frequency and percentage distributions using SPSS 26.

Prior to the main data collection, a pilot study was conducted to evaluate the clarity, cultural relevance, and psychometric properties of the Persian-translated versions of the measurement instruments. Expert feedback was obtained from two domain experts and one language expert proficient in Persian, which led to minor revisions in the wording of the items to enhance their cultural and linguistic appropriateness. Based on this feedback, the culturally adapted version of the questionnaire was finalised and administered to a separate pilot sample.

The findings from the pilot study demonstrated that all three scales—Innovative Climate (IC), Corporate Social Responsibility (CSR), and Individual Creativity (ICr)—exhibited high internal consistency, acceptable convergent validity, and satisfactory construct validity. Confirmatory factor analyses (CFA) conducted in this phase yielded acceptable values for widely recognized model fit indices, including χ²/df, GFI, CFI, AGFI, NFI, RMSEA, and SRMR. These results confirmed the structural integrity of the measurement models prior to application in the main study. Subsequent CFA conducted on the main sample confirmed the findings from the pilot phase, indicating that the measurement models demonstrated consistent and valid representations of the latent constructs.

Following validation of the measurement model, Structural Equation Modelling (SEM) was employed to test the hypothesized relationships among the variables. SEM was selected for its capacity to assess complex causal paths and to estimate direct and indirect effects simultaneously. This allowed for the comprehensive examination of the mediating role of Individual Creativity in the relationships between the independent and dependent variables. The model fit of the structural model was evaluated using the same fit indices as those used in the measurement model. All analyses confirmed that the scales used in the study were psychometrically sound and that the proposed theoretical model aligned well with the empirical data.

3. Results

3.1. Pilot Study

To evaluate the clarity, cultural relevance, and reliability of the translated scales prior to the main survey, a pilot study was conducted with a separate sample independent of the main study participants.

Table 2. Reliability and convergent validity indicators for the Innovative Climate (IC) scale (pilot sample).

Variable Name	Cronbach’s Alpha	CR	AVE	Indicator	Loadings
IC	0.889	0.919	0.694	IC1	0.841
				IC2	0.838
				IC3	0.823
				IC4	0.818
				IC5	0.845

summarizes the reliability and convergent validity results for the Innovative Climate (IC) scale based on pilot test data. The scale demonstrated strong internal consistency (Cronbach’s alpha = 0.889, CR = 0.919) and satisfactory convergent validity (AVE = 0.694), with all item loadings exceeding 0.80. These results indicate that the IC scale is both reliable and valid for the target population.

The results of the reliability and convergent validity analysis for the Corporate Social Responsibility (CSR) scale are presented in

Table 3. Reliability and convergent validity analysis of CSR Scale (pilot sample).

Variable Name	Cronbach’s Alpha	CR	AVE	Indicator	Loadings
CSR	0.839	0.938	0.481		Sub D1	Sub D2	Sub D3	Sub D4
				CSR1	0.566
				CSR2	0.663
				CSR3	0.676
				CSR4	0.582
				CSR5	0.705
				CSR6		0.678
				CSR7		0.782
				CSR8		0.694
				CSR9		0.621
				CSR10			0.537
				CSR11			0.508
				CSR12			0.739
				CSR13			0.725
				CSR14				0.922
				CSR15				0.707
				CSR16				0.603
				CSR17				0.929

. The scale demonstrated strong internal consistency, with a Cronbach’s alpha of 0.839 and an excellent composite reliability (CR) value of 0.938, indicating high reliability across the construct. Although the Average variance extracted (AVE) was 0.481, which is slightly below the commonly accepted threshold of 0.50, it still falls within the acceptable range, as suggested by previous literature [48], particularly given the high CR value. Indicator loadings ranged from 0.508 to 0.929 across the four CSR dimensions (commercial, ethical, social, and support), with most values exceeding the recommended 0.60 threshold, further supporting the scale’s convergent validity. These findings confirm that the CSR construct is measured reliably and validly within the context of the present study.

As presented in

Table 4. Reliability and convergent validity analysis of ICr (pilot sample).

Variable Name	Cronbach’s Alpha	CR	AVE	Indicator	Loadings
ICr	0.909	0.943	0.602		Sub D1	Sub D2
				ICr1	0.818
				ICr2	0.831
				ICr3	0.839
				ICr4	0.773
				ICr5	0.655
				ICr6	0.664
				ICr7		0.727
				ICr8		0.792
				ICr9		0.849
				ICr10		0.800
				ICr11		0.761

, the ICr scale demonstrated strong internal consistency (Cronbach’s alpha = 0.909) and composite reliability (CR = 0.943). The AVE value of 0.602 also exceeded the recommended threshold of 0.50, indicating satisfactory convergent validity. All factor loadings were above 0.65, further supporting the scale’s construct validity in the pilot sample.

Table 5. Confirmatory factor analysis results based on the pilot sample.

Fıt Index	Good Fit	Acceptable Fit	IC	CSR	ICr
X2/Sd	0 ≤ X2/sd ≤ 2	2 < X2/sd ≤ 5	2.13	2.62	2.68
GFI	0.95 ≤ GFI ≤ 1.00	0.90 ≤ GFI ≤ 0.95	0.99	0.91	0.95
CFI	0.95 ≤ CFI ≤ 1.00	0.90 ≤ CFI ≤ 0.95	0.99	0.92	0.97
AGFI	0.90 ≤ AGFI ≤ 1.00	0.85 ≤ AGFI ≤ 0.90	0.96	0.88	0.91
NFI	0.95 ≤ NFI ≤ 1.00	0.90 ≤ NFI ≤ 0.95	0.99	0.88	0.95
RMSEA	0 ≤ RMSEA ≤ 0.05	0.05 < RMSEA ≤ 0.08	0.058	0.070	0.71
SRMR	0 ≤ SRMR ≤ 0.05	0.05 ≤ SRMR ≤ 0.10	0.012	0.086	0.095

presents the results of the confirmatory factor analysis (CFA) conducted based on the data obtained from the pilot study.

Table 5 presents the results of the confirmatory factor analysis (CFA) conducted on data collected during the pilot study. These results demonstrate that all three scales—Innovative Climate (IC), Corporate Social Responsibility (CSR), and Individual Creativity (ICr)—exhibit satisfactory construct validity based on commonly accepted goodness-of-fit indices.

For the IC scale, the values indicate a strong model fit: χ²/df = 2.13, GFI = 0.99, CFI = 0.99, AGFI = 0.96, NFI = 0.99, RMSEA = 0.058, and SRMR = 0.012. Similarly, the ICr scale exhibited acceptable-to-good model fit values: χ²/df = 2.68, GFI = 0.95, CFI = 0.97, AGFI = 0.91, NFI = 0.95, RMSEA = 0.071, and SRMR = 0.095. For the CSR scale, most indices were within acceptable ranges: χ²/df = 2.62, GFI = 0.91, CFI = 0.92, AGFI = 0.88, and RMSEA = 0.070. However, the NFI value of 0.88 for the CSR scale is slightly below the conventional threshold of 0.90.

Despite minor deviations from the strictest fit criteria, the majority of the indices indicate that the models demonstrate satisfactory construct validity. In the context of pilot research, such marginal discrepancies are considered tolerable when the overall pattern of fit statistics supports model adequacy—particularly in the case of the CSR scale, where the NFI value (0.88) slightly fell below the ideal threshold [49,50].

3.2. Evaluating the Measurement Model

The results presented in

Table 6. Reliability and convergent validity analysis of IC.

Variable Name	Cronbach’s Alpha	CR	AVE	Indicator	Loadings
IC	0.896	0.924	0.707	IC1	0.843
				IC2	0.857
				IC3	0.834
				IC4	0.824
				IC5	0.847

confirm the reliability and validity of the measurement instruments for the IC (Individual Creativity) variable. Cronbach’s alpha was reported as 0.896, the composite reliability (CR) value as 0.924, and the average variance extracted (AVE) value as 0.707. Cronbach’s alpha and CR above 0.70 suggest high internal consistency and reliability of the scale [51,52]. An AVE value above 0.50 indicates acceptable convergent validity. Additionally, factor loadings ranged from 0.843 to 0.857, with high loading values (above 0.60) supporting the strong construct validity of the scale [53]. These results demonstrate that the IC scale offers a reliable and valid measure of Individual Creativity.

The results presented in

Table 7. Reliability and convergent validity analysis of CSR scale.

Variable Name	Cronbach’s Alpha	CR	AVE	Indicator	Loadings
CSR	0.832	0.941	0.507		Sub D1	Sub D2	Sub D3	Sub D4
				CSR1	0.685
				CSR2	0.626
				CSR3	0.664
				CSR4	0.638
				CSR5	0.660
				CSR6		0.688
				CSR7		0.822
				CSR8		0.691
				CSR9		0.637
				CSR10			0.607
				CSR11			0.629
				CSR12			0.705
				CSR13			0.726
				CSR14				0.911
				CSR15				0.734
				CSR16				0.665
				CSR17				0.920

demonstrate the reliability and validity of the measurement instruments for the CSR variable. The Cronbach’s alpha value was calculated as 0.832, the composite reliability (C.R.) value as 0.941, and the average variance extracted (AVE) value as 0.507. Cronbach’s alpha and C.R. values above 0.70 indicate high internal consistency and reliability of the scale [51,52]. An AVE value above 0.50 confirms the convergent validity of the scale. Additionally, factor loadings range from 0.920 to 0.607, with high loading values (above 0.60) supporting the strong construct validity of the scale [53]. These results demonstrate that the CSR scale reliably and validly measures Corporate Social Responsibility.

The findings presented in

Table 8. Reliability and convergent validity analysis of ICr.

Variable Name	Cronbach’s Alpha	CR	AVE	Indicator	Loadings
ICr	0.903	0.959	0.687		Sub D1	Sub D2
				ICr1	0.802
				ICr2	0.817
				ICr3	0.815
				ICr4	0.744
				ICr5	0.669
				ICr6	0.676
				ICr7		0.745
				ICr8		0.796
				ICr9		0.850
				ICr10		0.804
				ICr11		0.751

demonstrate the reliability and validity of the measurement instruments for the ICr variable. The Cronbach’s alpha value was calculated as 0.903, the composite reliability (CR) value as 0.959, and the average variance extracted (AVE) value as 0.687. Cronbach’s alpha and CR values above 0.70 indicate high internal consistency and reliability of the scale [51,52]. An AVE value above 0.50 confirms the convergent validity of the scale. Additionally, factor loadings range from 0.850 to 0.669, with high loading values (above 0.60) supporting the strong construct validity of the scale [53]. These results indicate that the ICr scale reliably and validly measures Individual Creativity.

To validate the factorial structure of the measurement models in the main study, confirmatory factor analysis (CFA) was conducted using the full dataset (N = 494). This analysis aimed to examine the construct validity of the scales for IC, CSR, and ICr by assessing the degree to which the observed data fit the hypothesized measurement model. Model fit was evaluated based on widely accepted goodness-of-fit indices, including χ²/df, GFI, CFI, AGFI, NFI, RMSEA, and SRMR. The results of the CFA for each construct are presented in

Table 9. Confirmatory factor analysis results based on the main sample.

Fıt Index	Good Fit	Acceptable Fit	IC	CSR	ICr
X2/Sd	0 ≤ X2/sd ≤ 2	2 < X2/sd ≤ 5	3.29	2.79	3.91
GFI	0.95 ≤ GFI ≤ 1.00	0.90 ≤ GFI ≤ 0.95	0.992	0.934	0.940
CFI	0.95 ≤ CFI ≤ 1.00	0.90 ≤ CFI ≤ 0.95	0.995	0.939	0.959
AGFI	0.90 ≤ AGFI ≤ 1.00	0.85 ≤ AGFI ≤ 0.90	0.960	0.909	0.906
NFI	0.95 ≤ NFI ≤ 1.00	0.90 ≤ NFI ≤ 0.95	0.993	0.909	0.946
RMSEA	0 ≤ RMSEA ≤ 0.05	0.05 < RMSEA ≤ 0.08	0.068	0.060	0.077
SRMR	0 ≤ SRMR ≤ 0.05	0.05 ≤ SRMR ≤ 0.10	0.0126	0.0711	0.0489

.

The results presented in Table 9 demonstrate the outcomes of the confirmatory factor analysis (CFA) for the measurement model of IC, CSR, and ICr based on data from the main sample (N = 494). The fit indices were evaluated according to conventional benchmarks for acceptable and good model fit.

For the Innovative Climate (IC) scale, the fit indices fell within acceptable or good ranges across all parameters: χ²/df = 3.29 (acceptable), GFI = 0.992 (good), CFI = 0.995 (good), AGFI = 0.960 (good), NFI = 0.993 (good), RMSEA = 0.068 (acceptable), and SRMR = 0.0126 (good). These values indicate strong model fit and support the structural validity of the IC construct.

The CSR scale also demonstrates acceptable model fit: χ²/df = 2.79, GFI = 0.934, CFI = 0.939, AGFI = 0.909, and NFI = 0.909—all of which met the thresholds for acceptable fit. RMSEA (0.060) and SRMR (0.0711) remained within acceptable limits. These findings support the factorial validity of the CSR measurement model, despite minor deviations from the stricter fit criteria.

The ICr scale yielded similarly satisfactory results: χ²/df = 3.91 (acceptable), GFI = 0.940 (acceptable), CFI = 0.959 (acceptable), AGFI = 0.906 (acceptable), NFI = 0.946 (acceptable), RMSEA = 0.077 (acceptable), and SRMR = 0.0489 (good). All fit indices fell within acceptable or good intervals, confirming the model’s adequacy.

In conclusion, all three scales exhibited acceptable-to-good fit, thereby affirming their structural validity. Minor deviations from ideal thresholds—such as RMSEA value in the ICr model—are considered tolerable within the context of large-sample CFA applications, as supported in the existing literature [49]. Accordingly, the IC, CSR, and ICr scales may be considered psychometrically sound and appropriate for further structural analysis.

3.3. Evaluation of the Structural Model

In the next phase of the study, the structural model was tested after confirming the validity and reliability of the measurement models. Structural Equation Modelling (SEM) was employed to evaluate the hypothesized relationships among the latent variables and to assess the overall model fit. This method allows for simultaneous estimation of multiple interrelated dependence relationships. The findings of the SEM analysis are illustrated in Figure 2 and summarized in

Table 10. Structural model results.

Hypothesis	Relationships	Proposed Effect	Estimates	p	Results
H1	IC-CSR	+	0.50	<0.00	Supported
H2	IC-ICr	+	0.54	<0.00	Supported
H3	ICr-CSR	+	0.29	<0.00	Supported
H4	IC-ICr-CSR	+	0.35	<0.00	Supported
Control Variable	Gender-CSR	+	0.14	<0.00	Supported
Control Variable	Level of Education-CSR	+	0.11	<0.00	Supported

, providing empirical support for the proposed model and the mediating role of Individual Creativity.

Following the confirmation of the measurement model’s reliability and validity through confirmatory factor analysis (CFA), the structural model was evaluated using Structural Equation Modelling (SEM). This method allowed for the simultaneous texting of hypothesized direct and indirect relationships among latent constructs, while also accounting for control variables.

As illustrated in Figure 2 and summarized in Table 10, the results revealed statistically significant and positive direct effects among all core variables. H1 proposed a direct positive relationship between Innovative Climate (IC) and Corporate Social Responsibility (CSR). This path was supported (β = 0.50, p < 0.001), confirming that a favorable innovative environment within the organization contributes directly to CSR engagement.

H2 hypothesized a significant effect of IC on Individual Creativity (ICr). The analysis revealed a strong and statistically significant relationship (β = 0.54, p < 0.001), thus supporting H2. Subsequently, H3, which proposed that ICr positively influences CSR, was also supported by the findings (β = 0.29, p < 0.001).

In evaluating H4, the mediating role of Individual Creativity in the relationship between Innovative Climate and CSR was examined. The results indicated a statistically significant indirect effect (β = 0.35, p < 0.001), confirming partial mediation. Thus, while Innovative Climate exerts a direct influence on CSR, part of this effect is transmitted through the enhancement of employees’ innovative capacities.

Furthermore, two control variables were incorporated into the structural model. The path from gender to CSR was significant (β = 0.14, p < 0.001), suggesting that gender differences play a role in CSR tendencies. Likewise, level of education demonstrated a significant, albeit smaller, positive effect on CSR (β = 0.11, p < 0.001), indicating that individuals with higher educational attainment may exhibit greater awareness of, or engagement in, socially responsible practices.

Analysis of Total and Indirect Effects

To further assess the hypothesized mediating mechanism, additional analyses were conducted to evaluate the total and indirect effects within the structural model. The results confirmed that Individual Creativity functioned as a significant partial mediator in the relationship between Innovative Climate and Corporate Social Responsibility, thereby supporting H4. This finding suggests that innovative organizational climates not only exert a direct influence on CSR but also do so indirectly through the stimulation of innovative behaviors, which, in turn, promote greater commitment to socially responsible actions.

4. Discussion Conclusions and Recommendations

This study confirms the hypothesis that an Innovative Climate positively affects corporate social responsibility (CSR) within Iranian industry. While this outcome aligns with previous international findings, it also reflects the distinctive characteristics shaped by Iran’s specific institutional, economic, and cultural context. In recent years, Iranian firms have increasingly relied on employee-driven innovation and decentralized practices to implement CSR strategies that are socially embedded and locally responsive [54]. Organizational innovation has been shown to enhance CSR outcomes by improving both environmental responsiveness and stakeholder trust. For example, firms in sectors like agriculture and manufacturing have utilized internal innovation mechanisms to promote CSR in supply chain ethics, waste management, and employee engagement [55]. These practices are especially significant under the external pressures of economic sanctions and limited international support [56]. An important contradiction with older assumptions is also worth noting. It was once believed that Iranian corporate structures are too hierarchical to support innovation. However, recent studies have revealed a shift toward knowledge sharing, agile governance, and green innovation, even in traditionally conservative industries [57,58]. The relationship between innovation and CSR is not merely complementary but synergistic. Innovation strengthens firms’ ability to engage in CSR initiatives that are adaptive, credible, and resilient in the face of uncertainty [59]. It also reduces organizational misconduct and improves employee morale, thereby supporting the long-term CSR sustainability of CSR efforts [60]. Firms that integrate innovation into their CSR approaches tend to demonstrate improved stakeholder relations and enhanced social legitimacy [60]. Moreover, innovation in CSR disclosure practices has been associated with reduced financial distress and increased transparency among companies listed on the Tehran Stock Exchange [61]. This suggests that innovation may function not only as a CSR enabler but also as a strategic instrument for financial risk management. Collectively, these findings highlight that fostering an Innovative Climate constitutes a foundational strategy for advancing CSR in Iranian firms. By embedding innovation into CSR practices, organizations can navigate institutional barriers and stakeholder demands more effectively, contributing to both corporate sustainability and societal wellbeing [62].

The hypothesis affirming a positive relationship between Innovative Climate (IC) and Individual Creativity (ICr) aligns with prior theoretical and empirical findings suggesting that Innovative Climates foster creative potential [63]. However, our findings also reveal context-specific dynamics. While this relationship has been well established in Western organizational settings, our data from the Iranian industrial sector suggest that hierarchical structures and rigid procedural norms may moderate the strength of this connection. This observation is consistent with findings from Iranian researchers, who noted that creative climates are only effective when managerial support and employee autonomy are explicitly present [64]. Furthermore, studies have shown that environmental uncertainty in Iran—such as the effects of economic sanctions—can lead to conservative organizational climates that suppress risk-taking, which is a key driver of creativity [65]. Similarly, the presence of an Innovative Climate does not necessarily lead to creative behavior unless employees feel psychologically empowered and supported within a high-performance work system [66]. Moreover, while the global literature emphasizes the importance of freedom and participatory decision-making in fostering creativity, these structural elements are often constrained in many Iranian firms [67]. In conclusion, although our findings reinforce the positive relationship between IC and ICr, they also underscore the significance of context-specific limitations and enabling conditions. These insights highlight the need for culturally adaptive frameworks to foster creativity in Iranian industries—particularly through leadership style, organizational openness, and employee autonomy.

Our findings confirm that Individual Creativity (ICr) plays a significant role in promoting Corporate Social Responsibility (CSR), in line with earlier studies that emphasize creativity’s influence on ethical innovation and strategic CSR implementation [63,68]. Creative individuals, when supported by organizational systems, help develop novel CSR strategies and enhance responsiveness to societal needs [66,69]. In the Iranian context, however, our data revealed that structural barriers, such as rigid hierarchies, centralized decision-making, and limited autonomy, may reduce the effectiveness of creativity in driving CSR initiatives [64]. These findings echo national studies that identified limited human resource competence as a major bottleneck in enabling creative contribution to innovation and CSR [70]. Without a climate that promotes psychological safety and empowerment, Individual Creativity often remains underutilized. Additionally, external constraints like sanctions and institutional instability appear to limit the practical application of CSR strategies—even in organizations that value innovation [65]. In such settings, creativity tends to remain latent, without sufficient operational support. This observation aligns with global research, which notes that creativity in CSR requires not only internal readiness but also favorable external environments [71,72]. Interestingly, our study did not find significant variation in this relationship across firm sizes. Although the literature suggests that small and medium-sized enterprises may allow greater creative freedom, in the Iranian industrial context both large and small firms appear to face similar structural and contextual limitations [64,71]. In conclusion, while we reaffirm the positive association between ICr and CSR, we emphasize that this relationship is not unconditional. It depends on a range of contextual and institutional factors, including organizational climate, HR systems, and macroeconomic constraints. Thus, fostering an environment that links Individual Creativity with strategic CSR planning is vital—particularly in transitional economies like Iran [63,66,70].

This study confirmed that Individual Creativity (ICr) partially mediates the relationship between Innovative Climate (IC) and Corporate Social Responsibility (CSR). An innovative organizational climate supports idea generation and experimentation. However, to influence CSR outcomes, these structural elements must be activated through employees’ creative behaviors [63]. Empirical evidence further supports this pathway. CSR can stimulate creativity when psychological safety and employee engagement are present [13]. In the hospitality industry, inclusive leadership and polychronicity have been found to strengthen the link between CSR and creativity, leading to innovative social value creation [73]. These studies emphasize that CSR should be a participatory platform that enables employees to creatively address social and environmental problems [13,73]. Likewise, it was found that an Innovative Climate enhances employee creative behavior when psychological ownership and task interdependence are present, indicating that ICr functions as a behavioral mechanism shaped by individual and relational conditions [74]. In the Iranian context, studies reveal unique structural barriers. For instance, creative outcomes from IC are only observed when managerial support and decision-making autonomy are guaranteed [64]. Additionally, the economic and administrative constraints of Iranian SMEs often inhibit innovation, making Individual Creativity a more critical determinant for effective CSR [65]. In relation to green governance, it has been shown that sustainable outcomes are only realized when green innovation—fueled by creativity—is embedded in governance frameworks [75]. Taken together, these findings suggest that an Innovative Climate alone is not sufficient for enhanced CSR. A climate of innovation must be supported by structures that activate Individual Creativity through psychological empowerment, autonomy, and inclusive leadership, particularly in culturally constrained or structurally centralized economies such as Iran’s [63,74,75].

The analysis revealed that both gender and level of education have statistically significant and positive effects on Corporate Social Responsibility (CSR) engagement. These findings are consistent with the previous literature. Notably, female employees tend to exhibit higher levels of ethical sensitivity and prosocial behavior, making them more likely to actively support CSR initiatives [76]. This suggests that gender diversity within organizations may enhance both the responsiveness and effectiveness of CSR programs. Similarly, employees with higher levels of education are generally more aware of social and environmental issues and are more capable of contributing meaningfully to CSR strategies. Prior research has shown that education improves individuals’ sensitivity to sustainability and ethics and enhances their capacity to provide innovative and informed input into CSR planning [77]. Educated employees are more likely to participate in knowledge-based decision-making processes that directly impact the success of CSR initiatives [78].

In the context of Iranian industry, these findings hold particular significance. Given the traditionally male-dominated and hierarchical structures of many industrial organizations, actively including female professionals in decision-making processes and engaging highly educated staff in CSR planning may substantially strengthen a firm’s commitment to sustainability and social accountability.

This study offers practical implications for Iranian industrial organizations aiming to improve their Corporate Social Responsibility (CSR) performance through creativity and innovation. The finding that an Innovative Climate enhances CSR highlights the need for organizations to build more open, flexible, and collaborative work environments. In this regard, internal platforms, such as digital suggestion systems, innovation week events, or department-based “CSR Innovation Forums”, can be established to encourage the exchange of ideas among employees. Additionally, organizing regular idea-generation competitions can serve as a motivational mechanism for stimulating creative contributions.

Given that an Innovative Climate also fosters Individual Creativity, it is essential to provide employees with greater autonomy and access to creativity-enhancing training programs or cross-functional project opportunities. In particular, to ensure the participation of operational-level employees, methods such as micro-grants for small-scale, community-based CSR projects or weekly idea-sharing sessions can be implemented.

The finding that creative individuals contribute more effectively to CSR initiatives underscores the importance of institutional recognition and reward systems. For example, “Monthly Social Idea Leader” programs or showcasing creative projects on internal communication platforms can increase motivation and visibility. Furthermore, integrating creative CSR contributions into annual performance evaluation criteria may help institutionalize these practices and align Individual Creativity with organizational objectives.

The mediating role of Individual Creativity in the link between an innovative culture and CSR outcomes also suggests a need to adapt leadership practices. Organizations should adopt a management style that ensures psychological safety, encourages open communication, and actively supports employee initiatives. Assigning department-level “CSR Idea Representatives” can facilitate systematic communication between employees and management. Moreover, providing targeted leadership training on inclusive management practices and evaluating employee-driven ideas is recommended.

The positive effects of gender and education level on CSR participation indicate that diverse and highly qualified teams may enhance CSR outcomes. Accordingly, firms should ensure gender diversity in CSR teams and create structured opportunities for knowledge sharing between experienced and less experienced staff. For instance, mentorship programs in which senior employees guide CSR efforts can strengthen both educational inclusion and organizational commitment. All of these practical strategies emphasize the importance of integrating innovation, creativity, and inclusive leadership into corporate strategies to achieve more effective, creative, and contextually responsive CSR outcomes in the Iranian industrial sector.

While the findings offer valuable insights into industrial organizations in Tehran, the generalizability of these results to other regions, cities, or industries across Iran may be limited due to contextual and organizational variations. Future studies are encouraged to replicate this research in diverse regional and industrial settings to assess the robustness and transferability of the proposed model. This study employed a quantitative, cross-sectional design, with data collected at a single point in time. While appropriate for examining relationships among constructs, this design restricts causal inferences— particularly concerning the directional dynamics between Innovative Climate (IC), Individual Creativity (ICr), and Corporate Social Responsibility (CSR). Future research may benefit from longitudinal or experimental designs that allow for temporal analysis and causal exploration. Additionally, data were collected through self-reported questionnaires, which may be subject to response biases such as social desirability and subjective misreporting. To mitigate these risks, validated scales were employed, participant anonymity was ensured, and the instrument was pre-tested. Although the original scales were developed in Western contexts, all measurement instruments used in this study were adapted and validated for the Iranian cultural and organizational environment, thereby enhancing contextual relevance and psychometric robustness. Nevertheless, subtle cultural interpretation differences may still persist despite these adaptations. Furthermore, the model was delimited to investigating the mediating role of Individual Creativity between IC and CSR. Other potentially influential behavioral or psychological constructs—such as inclusive leadership, employee engagement, or psychological safety—were not included due to conceptual and methodological constraints. Future studies should consider incorporating these variables to enrich the explanatory power of the model. Lastly, although efforts were made to reference region-specific literature, the academic corpus on CSR and innovation within the Iranian industrial context remains relatively underdeveloped. Future research that builds indigenous theoretical frameworks or expands upon local empirical evidence would significantly contribute to both theoretical refinement and practical relevance.