Considering the vulnerable climatic conditions in most parts of the planet, a successful transition toward a carbon-free future is a critical challenge worldwide. In this respect, around 35% of the world’s total greenhouse gas emission is associated with the power sector. To this end, a vast of electrical energy has been used by the people in buildings. Specifically, a significant amount of energy in buildings is used for heating, cooling, and ventilation. While the available literature highlights the importance of neat, (...) clean, and green electrical energy for the decarbonization of society, a critical gap exists in such literature. That is, most of the literature under this stream deals with the supply side of electrical energy, while the demand side was neglected. To bridge this critical knowledge gap, this study investigates how the CSR engagement of a hotel organization can promote the energy-related pro-environmental behavior among the employees with the intervening effect of employees’ environmental commitment and Green intrinsic motivation. Further, the conditional indirect role of altruistic values was also tested in this study. The data were collected from different hotel employees in Pakistan with the help of a self-administered questionnaire. We tested the hypothesized relationship through structural equation modeling. The results confirmed that CSR can be a potential motivator to impact the ERPEB of employees, while EMEC and GRIM mediated this relationship significantly. The findings of this study also confirmed the conditional indirect role of altruistic values. These findings offer various theoretical and practical contributions which are conversed in detail. (shrink)

Green Human Resource Management supports promoting and incorporating sustainable development with regard to their resources. Managers and customers actively utilize the limited resources efficiently and effectively to accomplish environment-friendly goals and objectives. The study focuses on investigating the moderating role of diffidence between Green HRM, among eco-friendly behavior and Employee Performance of frontline employees of the hospitality sector. Two hundred ten individuals particapted in the research from hospitality sector with regard to examine green HRM policies of employees along with their (...) influence on consumer buying behvaiour. Frontline employees incorporated the data on HRM performance, eco-friendly behavior, and diffidence. Besides, consumers gave their opinion on consumer buying behavior. The study’s findings revealed that Green HRM, aka Green HRM, directly impacts consumer behavior. In addition to this diffidence moderates the relationship between Green HRM and employee performance and employee eco-friendly behavior. Besides, future studies can explore the clothing and banking sector as the current study was conducted in fast food sector. (shrink)

Social and environmental shocks associated with freshwater management are inherently tied with the lives and well-being of all global citizens. Thus, exploring key actors’ roles is a critical element of this grand challenge. Utilizing an inductive multiple case study, we explore sustainability leadership and subsequent organizational perspective-taking behaviours initiated by actors within freshwater management in response to the grand challenge. A vibrant inductive model elicited three main themes: identifying conditions for organizational perspective-taking, modifying organizational frames of reference and emergence of (...) multi-level influence. The discussion extracts critical insights for sustainability leadership and highlights complexities involved in facilitating effective decision-making among diverse actors. Fundamentally, this article contributes a distinct multi-level systems framework for sustainability leadership drawing from social–ecological systems theory and organizational resilience. We conclude by offering future research opportunities within sustainability leadership designed to bridge the gap between grand challenges and our abilities to solve them. (shrink)

Scholarly interest in employees’ voluntary pro-environmental behavior has begun to emerge. While this research is beginning to shed light on the predictors of workplace pro-environmental behavior, our understanding of the psychological mechanisms linking the various antecedents to employees’ environmentally responsible behavior and the circumstances under which any such effects are enhanced and/or attenuated is incomplete. The current study seeks to fill this gap by examining: the effects of perceived corporate social responsibility on employees’ voluntary pro-environment behavior; an underlying mechanism that (...) links CSR perceptions to these behaviors; and a boundary condition to these relationships. Data from 183 supervisor-subordinate dyads employed in large- and medium-sized casinos and hotels in Guangdong China and Macau revealed that employees’ corporate social responsibility perceptions indirectly affect their engagement in voluntary pro-environmental behavior through organizational identification, and these effects are stronger for employees high in empathy. (shrink)

Although it has been recognized that employees regularly engage in non-green behaviors, little research has been conducted to explain how these behaviors may be avoided. Using data from a three-wave study, this study tested a moderated-mediation model in which trust in the immediate manager was expected to increase the indirect effect of supervisory support for the environment on non-green behaviors through employee environmental commitment. While the findings showed, as predicted, that exchange relationships with the immediate manager reduce the tendency of (...) employees to engage in non-green behaviors, the indirect effect of supervisory support on non-green behaviors through employee environmental commitment was moderated at a low level of trust in the manager, contrary to predictions. Though unexpected, this result seems less surprising when discussed in the light of negotiated exchange, suggesting that employee efforts to avoid non-green behaviors need to be seen as the result of a deal between managers and subordinates. The findings of this study contribute to the emerging literature on social exchange in an environmental context and have implications for organizations seeking to achieve environmental sustainability. (shrink)

The current literature on environmental sustainability acknowledges that habits are often shaped in private life and that experiences with environmental activities in a non-work setting positively influence environmental behaviors in the work domain. However, the conditions that lead individuals to behave responsibly at work based on their environmental commitment outside the workplace remain poorly understood. We address this issue by pursuing two objectives. First, we outline archetypes of environmental behavior on and off the job and classify individuals into four profiles: (...) Apathetic, Conformist, Citizen and Enthusiast. Second, we examine a set of organizational and psychological variables that explain the likelihood of behaving in accordance with the principles of an archetype in terms of pro-environmental behavior at work. Our findings show that supervisory support, job self-efficacy and affective commitment increase the likelihood of being green at work but that environmental management practices do not. The results differ according to the profiles identified, allowing a better understanding of employees’ commitment to environmental sustainability. We conclude the paper by discussing the theoretical and managerial implications of our findings. (shrink)

Faced with increasing global environmental problems, organizational scholars and practitioners have increasingly considered how to promote employee pro-environmental behavior. This research seeks to expand our understanding of the facilitators of employee pro-environmental behavior from the perspective of leader expectations. Drawing on behavioral confirmation theory, we propose that leader pro-environmental expectations are expressed in active support for the environment, which subsequently facilitates employee pro-environmental behavior, thus rising to meet the leader's initial expectations. Furthermore, we argue that the above relationship becomes stronger (...) with the increase in employees' pro-environmental self-expectations. Based on data from 197 leader-employee dyads, the results of regression analysis showed that leader pro-environmental expectations are positively related to employee pro-environmental behavior via demonstrated leader support for the environment, and this indirect relationship is positively moderated by employee pro-environmental self-expectations. When an employee holds high pro-environmental expectations for himself or herself, a leader with high pro-environmental expectations will render support for the environment, which ultimately increases employee pro-environmental behavior. Our findings highlight the relevance of incorporating behavioral confirmation theory into the pro-environmental behavior literature and provide valuable insights for managers on how to effectively promote employee pro-environmental behavior. (shrink)

Social desirability bias (SDB) is one of the main concerns in self-reported studies that measures explicit attitudes such as ethics research. Although SDB was introduced since the early 1950s, little effort has been made to understand the necessity of including an SDB scale in studies of sensitive topics such as ethics. The purpose of this paper was to (1) identify whether current ethics-related studies considered SDB when conducting their research and (2) ascertain whether SDB was a significant variable in such (...) studies. This investigation takes the form of a systematic review of articles published within the last 20 years in well-known business ethics journals (2000–2019). We found that (a) only 13.67% of ethics research measured SDB; (b) although the majority of the reviewed articles were from the West, researchers in Asia have also made significant progress in recent years in measuring SDB in their studies; (c) SDB was used mainly as a control variable and as such researchers preferred scales with fewer items; and (d) SDB was unavoidable even when using online surveys. Based on our findings, we attempt to provide an overview of SDB in ethics research and encourage ethics researchers who adopt self-reported surveys to include an SDB measurement in their studies to control SDB. (shrink)

This study aims to examine the underlying mechanism of the relationship between perceived green human resource management and perceived employee green behavior. By drawing on attitude and social exchange theories, we examined green commitment as a mediator and green knowledge sharing as a moderator of the GHRM–EGB relationship. The study employs partial least square structural equation modeling to analyze 329 responses. Data were collected in two time lags. The empirical results confirmed that GC mediates the relationship between GHRM and EGB. (...) However, the study results found that GKS moderated the indirect influence of GHRM on green behavior via GC. This research signifies the effect of GHRM, GKS, GC, and green behavior on organizations’ sustainability and environmental management. Despite the emerging literature on the significance of green practices in organizations for environmental management, no study has examined the moderating role of GKS on the indirect effect of GHRM on green behavior via mediating role of GC. This study offers valuable insight into environmental management in organizations through green practices and green behavior. (shrink)

This research investigates the interlinkage between corporate social responsibility and ethical leadership in inducing employees’ socially responsible behaviors. Specifically, building on organizational identification theory and cue consistency theory, we develop and test an integrated moderated mediation framework in which employees’ perception of ethical leadership moderates the mediating mechanism between their perceptions of CSR, organizational identification, and SRBs. The findings highlight the need for consistency between employees’ perceptions of CSR and ethical leadership to foster their propensity to further social good through (...) relationship-building activities with their organization. The results, which largely verify the theoretical framework, contribute to and have implications for both research and practice. (shrink)

The objective of this longitudinal study is to analyze the intrinsic drivers and values underlying managers’ organizational citizenship behaviors for the environment from a developmental psychology perspective based on measuring the stages of consciousness that shape the meaning-making systems of individuals. At time 1, the stages of consciousness of 138 managers were qualitatively assessed using the Leader Development Profile test. At time 2, a quantitative survey measured the environmental beliefs and OCBEs of these managers. The links between stages of consciousness, (...) environmental beliefs, and OCBEs were analyzed using hierarchical regressions. The main findings show that managers’ stages of consciousness positively influence two types of OCBEs, namely eco-initiatives and eco-helping, while environmental beliefs influence eco-helping and eco-civic engagement but do not appear to be connected with the stage of consciousness development. This paper first contributes to the literature on corporate greening by shedding more light on the aspects of behavioral and developmental psychology that underlie environmental leadership. Second, it bridges the gap between theories that have developed separately by showing the interconnectedness between the managers’ stage of consciousness and the more concrete environmental behaviors in the workplace that could have emulative effects throughout the organization. (shrink)