Abstract
SummaryThere is a great deal of research outlining interventions to increase pro‐environmental behaviour, many of which are aimed at employees. However, to date the results for these have not lived up to their initial promise. Instead of offering another intervention, we propose a model which identifies psychological conditions under which these interventions are most likely to succeed. Through the integration of previously separate literatures from experimental social psychology, organisational psychology, organisational behaviour and environmental psychology, we suggest that the degree to which the intervention‐related goal is efficacious and attractive, self‐concordant, in conflict with other goals, and perceived to be completed will affect the level and type of behaviour change. Our model aims to provide actionable knowledge that extends our understanding of the effectiveness of workplace interventions designed to increase green organisational behaviour. Copyright © 2012 John Wiley & Sons, Ltd.
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