Organizational Citizenship Behavior For The Environment Research Articles

A Literature Review of Green Human Resource Management for Gaining a Competitive Advantage

Green human resource management (GHRM) plays an important role in organizations’ sustainable development strategies. However, there is still a research gap on the integration of available GHRM-related knowledge to gain a competitive advantage. Objectives: Thus, the purpose of this paper is to conduct a literature review on GHRM aimed at proposing detailed research on those gaps in order to gain competitive advantages for future studies. Methodology: First, this work applies the keyword GHRM and "competitive advantage" for articles above the year 2017 and selects articles indexed in Scopus only. We have conducted a preselect process to figure out the appropriate articles related to GHRM and competitive advantage. We have also selected and reviewed 18 articles discussing the relationship between GHRM and competitive advantage.Finding: Last, the study addresses research gaps and proposes a research framework for further studies.Conclusion: Analysis of the relevant literature is presented in descriptive analysis and a research framework that focuses on GHRM for a future research agenda. This review is important for researchers in GHRM to identify research gaps for competitive advantage. It is suggested that mediating variables, such as organizational citizenship behavior for the environment and environmental performance, have to be included in GHRM's future research to gain a competitive advantage.

How Institutional Pressure Affects Organizational Citizenship Behavior for the Environment: The Moderated Mediation Effect of Green Management Practice

The processes of sustainable development, environmental management, and green performance are inseparable from people’s active participation, and organizational citizenship behavior for the environment (OCBE) has a significant function in promoting that process. We construct a moderated mediating effect model of green management practice by introducing institutional pressure and green emotion into the formation mechanism of OCBE based on neo-institutionalism theory and the theory of planned behavior. Taking matched employees of cross-regional organizations as a sample, we conducted a longitudinal tracking questionnaire survey. The results show a positive correlation between institutional pressure and OCBE, mediated by green emotion. Additionally, the paper discovered that green management practice moderated the relationships between institutional pressure and OCBE, green emotion and OCBE, and institutional pressure and green emotion. Furthermore, green management practice also moderates the strength of the mediating effect of green emotion between institutional pressure and OCBE. The findings provide some guidance for promoting organizational sustainable development and achieving organizational green transformation.

How and when to activate hospitality employees’ organizational citizenship behavior for the environment in South Korea and Vietnam

Due to the salience of organizational citizenship behavior for the environment (OCBE) in implementing the organizational sustainability strategy, our study aims to examine mechanisms underlying hospitality employees’ OCBE. The data were gathered from 459 employees and 98 supervisors from the South Korean hospitality context and 581 employees and 117 supervisors from the Vietnamese hospitality context. The results showed that, in both samples, green authentic leadership served as a mediation channel for the link between green human resource practices and hospitality employees’ harmonious environmental passion, which in turn mediated the linkage between green authentic leadership and hospitality employees’ OCBE. Shared green vision among managers was positively linked with green authentic leadership as well as positively interacted with green HRM practices to predict green authentic leadership. This study advances the green HRM literature by identifying green authentic leadership and harmonious environmental passion as a two-phase mediation mechanism and managers’ shared green vision as a moderator for the effects of green HRM practices on employee OCBE. These results suggest to hospitality managers how to optimally promote OCBE among employees by establishing green HRM practices, facilitating the sharing of green vision and the development of green authentic leadership among managers.

How GHRM impacts employee OCBE: the role of emotions and value discrepancy

PurposeThe purpose of this study is to investigate the impact mechanism of green human resource management (GHRM) on employee organizational citizenship behavior for the environment (OCBE). The authors maintain that anticipated environmental pride and guilt serve as dual mediators on the relationship between GHRM and OCBE, while environmental value discrepancy between employees and coworkers of the employees serve as the moderator on this relationship.Design/methodology/approachFor this study, 226 valid questionnaires were obtained from various industries (food, machinery, electronics, etc.) in China and a hierarchical regression analysis was performed.FindingsThe results revealed that GHRM exerts a direct influence on OCBE, as well as indirect effects through anticipated environmental emotions. Environmental value discrepancy moderates the relationship between GHRM and anticipated environmental emotions.Originality/valueThe contribution of this study is not only to investigate the emotional impact mechanism between GHRM and employee OCBE, but also to identify the boundary conditions for the effect of GHRM on employees’ anticipated environmental emotions. The authors' findings offer a new theoretical framework for future research on GHRM, as well as practical implications for researchers and managers in organizational environmental management.

Underdog Environmental Expectations and Environmental Organizational Citizenship Behavior in the Hotel Industry: Mediation of Desire to Prove Others Wrong and Individual Green Values as a Moderator.

Discretionary environmental behaviors are usually encouraged beyond a formal reward system, but environmental skeptics, from managers or co-workers, place underdog expectations on the importance of organizational citizenship behaviors for workplace environments. Building on the leadership substitution theory, the social exchange theory (SET), and the ability-motivation-opportunity (AMO) theory, in the current study, we explore the relationships between underdog environmental expectations and organizational citizenship behaviors for the environment (OCBE), with the mediating effects of desire to prove others wrong and the moderating effect of green values. A total of 246 hotel employees participated, and the obtained data were analyzed by structural equation modeling with partial least squares (PLS). The results assert that underdog environmental expectations are able to reduce OCBE. The results also demonstrate that green values and the desire to prove others wrong lessen the negative effect of underdog environmental expectations on OCBE. In addition, we discuss the theoretical and practical implications regarding the application of these findings to the tourism and hospitality industries.

The Impact of Green Psychological Climate on Organizational Citizenship Behavior for the Environment

In this research, we extend the nascent literature on green psychological climate by studying how it translates into employees’ organizational citizenship behavior for the environment. We argue that a green psychological climate, consisting in injunctive social norms individually perceived, can trigger directly employees’ organizational citizenship behavior for the environment. We also argue that there exist two possible indirect paths: one through organizational identification (i.e., a cognition proximate to employees’ self-concept) and the second through perceived organizational and supervisory support for the environment (i.e., an ongoing social exchange relation in which the employees are embedded with their organization and its representatives). The specificity of our methodology is that we maintain the analysis at the individual level only, as our interest lies in understanding how employees interpret organizational signals, make sense of their organizational milieu, and translate this into actual behavior. Using primary data from an Argentinian large retailing company, we find support for the indirect effects of the green psychological climate on employees’ organizational citizenship behavior for the environment. We do not find support for the direct effect. Overall, this research contributes to uncovering the social-psychological determinants of employees’ behaviors.

Enhancing Organizational Citizenship Behaviors for the Environment: Integrating Social Identity and Social Exchange Perspectives.

PurposeBased 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.MethodsThis 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.ResultsPerceived 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.ContributionOverall, 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.

Promoting employee green behavior in the Chinese and Vietnamese hospitality contexts: The roles of green human resource management practices and responsible leadership

Employee green behavior contributes to achieving sustainability goals of hospitality organizations. Accordingly, there is a need to investigate how sustainable practices, such as green human resource management (HRM) practices, foster employee green behavior. Our study hence seeks to unfold whether responsible leadership and hospitality employees’ felt responsibility for the environment serve as a two-stage mediation mechanism for the link between green HRM practices and hospitality employees’ organizational citizenship behavior for the environment (OCBE). The data were collected from 392 employees and 84 supervisors from the Chinese hospitality context, and from 537 employees and 109 supervisors from the Vietnamese hospitality context. The findings revealed that, in both Chinese and Vietnamese samples, the effect of green HRM practices on hospitality employees’ OCBE was mediated by a two-stage mediation of responsible leadership and employees’ felt responsibility for the environment. HRM system strength served as a moderator to strengthen the association of green HRM practices with responsible leadership. From these findings, this study presents implications for scholars and practitioners in the hospitality discipline.

How and When Daily Abusive Supervision Affects Daily Organizational Citizenship Behavior for the Environment.

Organizational environmental sustainability depends primarily on employees’ organizational citizenship behavior for the environment (OCBE), and leadership plays an important role in improving and inhibiting employees’ OCBE. The purpose of the present study is to examine the mediation process by which abusive supervision affects employees’ OCBE through a daily diary study and to explore the boundary conditions of the relationship between daily moral disengagement and daily OCBE. We collected data from 112 Chinese employees for 10 consecutive days. The results show that daily abusive supervision has a significant negative effect on daily OCBE and that daily moral disengagement plays a significant mediating role in this relationship. In addition, the negative effect of daily moral disengagement on daily OCBE could be attenuated by a psychological green climate. Our findings support our hypotheses and offer useful theoretical and practical implications for promoting OCBE.

The Sustainability of the Tobacco Industry in the Framework of Green Human Resources Management

Our study purpose is to analyze the tobacco industry’s sustainable practices by investigating how and when green human resources management (GHRM) practices influence the development of the organizational citizenship behavior for the environment (OCBE) at the individual level. Therefore, we focus on OCBE as a mediation mechanism (how) and green culture enablers as a serial mediation (when) for the nexuses between GRHM, OCBE, and organizational performance (OP). The employee behavior requires the support of managers (leadership), who serve as enablers to ensure long-term goals and increase organizational resources. Data from 410 respondents in the tobacco industry in Pakistan were analyzed using descriptive analysis, confirmatory factor analysis, and the PLS-SEM model. Our results proved that GHRM significantly increased OP. In practice, our findings are helpful for managers as guidelines for the decision-making process related to improving the organizational culture and employee green behavior to improve sustainability in the tobacco industry.

The role of environmental transformational leadership in employees’ influencing organizational citizenship behavior for environment well-being: a survey data analysis

Many researchers and intellectuals focused on the topic of organizational citizenship behavior for the environment (OCBE); however, employees' pro-environmental behaviors, such as eco-helping, eco-civic engagement, and eco-initiatives, are often being ignored. Also, the investigation of the stimulating factors behind these behaviors remains weak. Hence, this research aims to explore the role of environmental transformational leadership (ELT) in these three types of organizational citizen behaviors for the environment (OCBE) considering the indirect effects of psychological empowerment and leader-member exchange (LMX). We examined the effects of meditation by using four steps for mediation analysis and the Sobel test. Chi-square (χ2) tests for observing the difference were also applied. The results from a survey of 500 employees from the manufacturing industry in China provide that environmental transformational leadership contributes indirectly and directly to promoting environmental behavior within organizations due to the inspirational nature of transformational leaders. Furthermore, the intentions of employees for organizational environmental behavior stimulate on account of a high sense of leader-member exchange and psychological empowerment. Based on these findings, the study suggests that leadership in organizations should facilitate their employees with psychological empowerment and sharing of information and initiative regarding the environment for boosting OCBE. It is also recommended that at the time of recruitment and selection of employees, they should be given orientations regarding environmental protection and resource conservation. Moreover, organizations should promote the transformational style of leadership to achieve environment-related goals.

Organizational Citizenship Behavior for the Environment among Undergraduates

The environment is a very valuable gift to human well-being. Humans depend heavily on the natural resources of the earth. An unpolluted environment gives us the atmosphere needed for a healthy and perfect life. If individuals are unaware of the value of the environment, the government's efforts to create infrastructure, legislation, and enforcement will be in vain. The mere act of enforcing the law is insufficient to ensure that pollution instances do not repeat. What's more important is for citizens to understand the value of the environment so that we can establish a sustainable environment for all. One of the concepts related to the desire to preserve the environment among employees or individuals is organizational citizenship behavior for the environment (OCBE). The data of 312 undergraduates was targeted using convenience sampling via a survey questionnaire. The data was then analysed using multiple regression. The results of this study found that students' OCBE was significantly influenced by four variables, namely, personal environmental belief, green value, self-efficacy, and environmental self-identity.

Does top management team responsible leadership help employees go green? The role of green human resource management and environmental felt‐responsibility

AbstractDrawing on social information processing theory, the current study investigates the relationship between top management team (TMT) responsible leadership and employee organizational citizenship behavior for the environment (OCBE) from a vertical perspective, and whether green human resource management (GHRM) and employee environmental felt‐responsibility can play a sequential mediating role between them. Totally, 102 middle‐level managers and 527 employees in 102 Chinese teams voluntarily participated in our study. Drawing on above data, our study verifies that TMT responsible leadership was positively associated with both GHRM and employee environmental felt‐responsibility. In addition, GHRM mediated the positive effects of TMT responsible leadership and employee environmental felt‐responsibility. Also, GHRM can further promote employee OCBE through employee environmental felt‐responsibility. Overall, the positive relationship between TMT responsible leadership and employee OCBE was sequentially mediated by GHRM and employee environmental felt‐responsibility. Therefore, the current study shows the way to achieve corporate environmental sustainability strategy.

Make green, live clean! Linking adaptive capability and environmental behavior with financial performance through corporate sustainability performance

Lying on the dynamic capabilities perspective, organizational citizenship behavior for the environment and literature on green environmental management and performance as theoretical underpinnings, this study examines how adaptive capability and environmental behavior affect corporate sustainability performance and financial performance. To this aim, it relies on the use of the partial least squares-structural equation modeling (PLS-SEM) approach to analyze the data collected from 311 ISO 14001 certified firms in Saudi Arabia. The empirical analysis of the data reveals that, as it was hypothesized, both adaptive capability and environmental behavior have a positive and significant effect on corporate sustainability performance as well as on financial performance. In addition, the results demonstrate that corporate sustainability performance partially mediates the links between the two antecedent (exogenous) constructs and the endogenous construct (financial performance). This study may provide useful implications for cleaner production scholars and practitioners, that may enable them to better grasp the importance of training their employees in competencies such as adaptation and change detection and management, as well as to develop a pro-environmental behavior.

Role of Responsible Leadership for Organizational Citizenship Behavior for the Environment in Light of Psychological Ownership and Employee Environmental Commitment: A Moderated Mediation Model.

The world is looking toward organizations for social responsibility to contribute to a sustainable environment. Employees’ organizational citizenship behavior for the environment (OCBE) is a voluntary environmental-oriented behavior that is important for organizations’ environmental performance. Based on social learning theory, this study examined the effects of responsible leadership in connection with OCBE by using a sample of 520 employees in the manufacturing and service sectors in China including engine manufacturing, petroleum plants, banking, and insurance sector organizations. Further, the roles of psychological ownership and employee environmental commitment were used as mediators and moderators simultaneously. The direct, mediation, and moderation model results exposed a positive relationship between responsible leadership and OCBE via employee psychological ownership and employee environmental commitment. The study also revealed that the indirect effect is stronger when employees hold a higher employee environmental commitment. The theoretical and practical implications for environmental sustainability in respect of organizations as well as future research directions are discussed.

Impact of environmentally specific transformational leadership on organizational citizenship behavior for the environment: the role of moral reflectiveness and leader group prototypicality

Through applying social information processing theory and social identity theory, we propose that employees’ moral reflectiveness mediates the relationship between environmentally specific transformational leadership and organizational citizenship behavior for the environment. Further, we tested the moderating effect of leader group prototypicality on the relationship between environmentally specific transformational leadership and subsequent moral reflectiveness. We examined the hypothesized relationships using data collected in China from 194 employees. The findings demonstrated that environmentally specific transformational leadership positively predicts employee organizational citizenship behavior for the environment, and moral reflectiveness mediates this relationship. Further, leader group prototypicality strengthens the positive relationship between environmentally specific transformational leadership and subsequent moral reflectiveness. This study extends the understanding of environmentally specific transformational leadership in the context of manufacturing companies and has practical implications to help employees accelerate their organizational citizenship behavior for the environment.

When More is More: Do Non-Restricted Goals Benefit Employers and the Environment Too?

Prior research on goal self-concordance (GSC) and goal attainment (GA) has studied these dimensions as transversal sections through a person's life domains. Blending the recent developments in self-determination theory and pro-environmental behavior literature, the current study introduced the concept of non-restricted goals and explored whether work climate (WCQ) and environmental identity (EID) impact GA and, through it, in-role job performance (IRB), organizational citizenship behaviors (OCB) and wellbeing, as well as organizational citizenship behaviors for the environment (OCBE). It also explored GSC along with basic psychological needs' satisfaction (BPNS) and GA, as explanatory mechanisms. The study relied on data collected at two different moments in time, with a retained sample of 201 employees from different organizations. Results confirmed that WCQ and EID are relevant antecedents for IRB, OCB and wellbeing, as well as OCBE. Except for the direct relationship between EID and OCB/OCBE, most of these impacts were indirect, through BPNS, GSC or GA. The current study did not find a significant relationship between GSC and GA, adding to the line of mixed results regarding their relationship. The findings inform pro-environmental interventions in the workplace, as well as human resource management practices that foster employee wellbeing, work-life balance, and job performance.

Playing the cards right: exploring the way leadership influences organizational citizenship behavior for the environment in megaprojects

PurposeOrganizational citizenship behaviors for the environment (OCBEs) represent a crucial element of environmental sustainability for a wide range of organizations. However, the leadership mechanisms underlying OCBEs are as yet unexplored, particularly regarding the delivering megaprojects. The paper aims to investigate how transformational leadership (TFL) and transactional leadership (TSL) styles shape the environmental commitment (EC) of subordinates, motivating OCBEs in megaprojects.Design/methodology/approachPartial least squares modeling and hierarchical regression were performed on data obtained from 140 experts who have been involved in megaprojects.FindingsBoth TFL and TSL styles are effective in motivating OCBEs, although the EC of subordinates partially mediates these relationships. The power distance (PD) orientation significantly moderates the relationship between TFL and OCBEs, with the relationship being more positive when the PD of subordinates is lower. Unexpectedly, a collectivist orientation (CO) was found to elevate the effect of TSL but weaken the effect of TFL.Originality/valueThe mixed and contradictory findings regarding TFL and TSL styles are reconciled in the current study by integrating the contextual factors of PD and CO. The findings of the study shed new light on “playing the cards right” when using the leadership practices, i.e. how leadership can be better leveraged to cultivate subordinates' OCBEs. They also provide targeted guidance for shaping contextual factors to increase the environmental sustainability of megaprojects.

Embracing Responsible Leadership and Enhancing Organizational Citizenship Behavior for the Environment: A Social Identity Perspective.

Although organizational citizenship behavior for the environment (OCBE) literature has highlighted the critical role of leadership on the emergence of OCBE, there is still room for further research exploration of how and when leaders influence subordinates’ OCBE. According to social identity theory, we propose a theoretical model that responsible leadership promotes subordinates’ OCBE by examining subordinates’ moral identity as a mediator and individualism as a boundary condition. Using a sample of 273 collected in China, results indicated that responsible leadership was positively related to subordinates’ moral identity, which in turn was positively related to subordinates’ OCBE. Subordinates’ moral identity partially mediated the relationship between responsible leadership and their OCBE. In addition, both the relationship between responsible leadership and subordinates’ moral identity and the indirect relationship between responsible leadership and subordinates’ OCBE were stronger when individualism was lower. These findings provide novel insights into how responsible leadership influences OCBE and how such influence is shaped by subordinates’ individualism.

Enhancing Organizational Citizenship Behavior for the Environment: A Social Identity Perspective

Although the value of subordinates’ organizational citizenship behavior for the environment (OCBE) has received more attention, the understanding of what contributes to subordinates’ OCBE has been notably neglected. According to social identity theory, we propose a theoretical model that responsible leadership promotes subordinates’ OCBE by examining subordinates’ moral identity as a mediator and individualism as a boundary condition. Using a sample of 273 collected in China, results indicated that responsible leadership was positively related to subordinates’ moral identity, which in turn was positively related to subordinates’ OCBE. Subordinates’ moral identity partially mediated the relationship between responsible leadership and their OCBE. In addition, both the relationship between responsible leadership and subordinates’ moral identity and the indirect relationship between responsible leadership and subordinates’ OCBE were stronger when individualism was lower. These findings provide novel insights into how to help subordinates improve OCBE and highlight the important role of responsible leadership in organizations.