Search

The triple bottom line is at risk of being reduced to an accounting tool rather than serving as a paradigm for organizational sustainability. To be successful, approaches promoting organizational sustainability should be humanized, that is, to further incorporate measures of perceptions and behaviors toward the environment, the economy, and the society in their frameworks and/or indexes of sustainability. The first goal of this work is to illustrate the importance of adopting this approach by assessing employees’ perceptions and behaviors of a banking institution highly committed to sustainability, focusing on the environmental bottom line. The second goal is to contribute to understanding of the antecedents of decisive perceptions (perceived organizational support toward the environment) and behaviors (organizational citizenship behavior toward the environment) by exploring if and/or how the relation between them is moderated by organizational policies, middle-management support, and employees’ social norms. Data analyses of an online questionnaire (N = 145) showed that employees’ perceptions and behaviors were above average and allowed tailoring intervention strategies to further promote environmental sustainability. The results further evinced that middle-management support strengthened the relation between perceived organizational support and organizational citizenship behaviors toward the environment. Organizational policies had a small moderating effect that became non-significant when management support was taken into account, and employees’ social norms toward the environment had no effect. This work describes a humanized and successful way of promoting sustainability in organizations through the dynamization of sustainable policies, processes, and practices by middle managers.

Fei Liu,1,* Meng Qi2,* 1Faculty of Humanities and Social Sciences, Beijing University of Technology, Beijing, People’s Republic of China; 2College of Economics and Management, Beijing University of Technology, Beijing, People’s Republic of China*These authors contributed equally to this workCorrespondence: Meng Qi, College of Economics and Management, Beijing University of Technology, Beijing, People’s Republic of China, Tel +86 15611503878, Email mengqiphd@163.com; mengqi@bjut.edu.cnPurpose: Based on social identity theory and social exchange theory, this study tests the influence of green organizational identity, exchange ideology and perceived organizational support toward the environment on organizational citizenship behaviors for the environment.Methods: This study conducted a three-wave survey. The data was collected from 526 employees (95% response rate) across three organizations. Structural equation modeling based on AMOS and hierarchical regression analysis based on Hayes’ PROCESS on SPSS were applied to test all hypotheses.Results: Perceived organizational support towards the environment had a positive influence on organizational citizenship behaviors for the environment, and green organizational identity played a partial mediating role in this relationship. In addition, exchange ideology moderated the relationship between perceived organizational support towards the environment and green organizational identity, and such that this relationship was strengthened as a result of a high level of exchange ideology.Contribution: Overall, these findings contribute to the understanding of the integration of social identity theory and social exchange theory and the ways in which both theories influence organizational citizenship behaviors for the environment.Keywords: green organizational identity, exchange ideology, perceived organizational support toward the environment, organizational citizenship behaviors for the environment

By integrating the resource accumulation perspective and the Job Demands-Resources (JD-R) model, this research explores the impact mechanism of responsible leadership on employees' pro-environmental behaviors (EPB). We conducted a survey to collect data from 319 employees in Chinese companies in three waves. Our research found that responsible leadership had significantly positive effect on EPB; employees' perceived organizational support toward the environment (POS-E) and green self-efficacy played a serial multiple mediating role; meanwhile, employees' chronic regulatory focus moderated the relationship between responsible leadership and EPB, with promotion focus strengthening the relationship and prevention focus weakening the relationship. Our findings support the applicability of JD-R model in the field of EPB, enrich the theoretical research on responsible leadership and EPB, and also provide a practical basis for organizations to effectively stimulate EPB and promote sustainable development. [ABSTRACT FROM AUTHOR]

This study contributes to our understanding regarding how to increase manufacturing enterprises'team green innovative behavior based on the social cognition theory. Based on structural equation models and 408 questionnaires from green factories located in China, we revealed that perceived organizational support toward the environment (POS-E)has a positive influence on team environmental knowledge learning and team green innovative behavior. Team environmental knowledge learning positively affects team green self-efficacy, which, in turn, positively affects team green innovative behavior. The intermediary connection between team environmental knowledge learning and team green self-efficacy plays a significant role in mediating the relationship between POS-E and team green innovative behavior. [ABSTRACT FROM AUTHOR]

The triple bottom line is at risk of being reduced to an accounting tool rather than serving as a paradigm for organizational sustainability. To be successful, approaches promoting organizational sustainability should be humanized, that is, to further incorporate measures of perceptions and behaviors toward the environment, the economy, and the society in their frameworks and/or indexes of sustainability. The first goal of this work is to illustrate the importance of adopting this approach by assessing employees' perceptions and behaviors of a banking institution highly committed to sustainability, focusing on the environmental bottom line. The second goal is to contribute to understanding of the antecedents of decisive perceptions (perceived organizational support toward the environment) and behaviors (organizational citizenship behavior toward the environment) by exploring if and/or how the relation between them is moderated by organizational policies, middle-management support, and employees' social norms. Data analyses of an online questionnaire (N=145) showed that employees' perceptions and behaviors were above average and allowed tailoring intervention strategies to further promote environmental sustainability. The results further evinced that middle-management support strengthened the relation between perceived organizational support and organizational citizenship behaviors toward the environment. Organizational policies had a small moderating effect that became non-significant when management support was taken into account, and employees' social norms toward the environment had no effect. This work describes a humanized and successful way of promoting sustainability in organizations through the dynamization of sustainable policies, processes, and practices by middle managers. [ABSTRACT FROM AUTHOR]

By integrating the resource accumulation perspective and the Job Demands-Resources (JD-R) model, this research explores the impact mechanism of responsible leadership on employees' pro-environmental behaviors (EPB). We conducted a survey to collect data from 319 employees in Chinese companies in three waves. Our research found that responsible leadership had significantly positive effect on EPB; employees' perceived organizational support toward the environment (POS-E) and green self-efficacy played a serial multiple mediating role; meanwhile, employees' chronic regulatory focus moderated the relationship between responsible leadership and EPB, with promotion focus strengthening the relationship and prevention focus weakening the relationship. Our findings support the applicability of JD-R model in the field of EPB, enrich the theoretical research on responsible leadership and EPB, and also provide a practical basis for organizations to effectively stimulate EPB and promote sustainable development., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2022 Zhou, Ning, He and Li.)