This study explores the longitudinal association between perceived internal Corporate Social Responsibility (CSR) change rate, organizational identification change rate, and job performance change rate. Utilizing a longitudinal, multilevel sample comprising 365 employees across 72 teams, findings from three waves of data over eight months indicate a positive correlation between an individual’s perceived internal CSR change rate, organizational identification change rate, and subsequent effects on job performance change rate. Moreover, Time 1 team moral leadership emerges as a critical moderating factor, revealing a weaker correlation between an individual’s perceived internal CSR change rate and organizational identification change rate when Time 1 team moral leadership is high. These results underscore the significance of adopting a change perspective when examining the effects of internal CSR on organizational identification and job performance in contemporary workplaces.
