The Role of Environmental Self-Identity, Supervisory, and Organizational Support in Predicting Employee Green Behavior

Anja Shadabi (), Ina Aust (), Douglas W. S. Renwick () and Carsten Herbes ()
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Anja Shadabi: Fachbereich Wirtschaftsingenieurwesen, Technische Hochschule Mittelhessen University of Applied Sciences
Ina Aust: Louvain Research Institute in Management and Organizations (LouRIM), UCLouvain
Douglas W. S. Renwick: Nottingham Business School, Nottingham Trent University, Department of HRM
Carsten Herbes: Institute for Int. Research on Sustainable Management and Renewable Energy, Nuertingen-Geislingen University

A chapter in Employee Green Behavior, 2025, pp 41-62 from Springer

Abstract: Abstract This study investigates the lesser-known organizational and psychological mechanisms leading individuals in organizations to engage in employee green behavioremployee green behavior. ResultsResults from a survey of 744 employees from different organizations based in Germany reveal that high levels of environmental self-identity weaken the influence of supervisory support on employee green behavioremployee green behavior—when both supervisory support and environmental self-identity are low, no relation between perceived organizational support toward the environment and employee green behavioremployee green behavior is seen, and the highest impact on employee green behavioremployee green behavior occurs for environmental self-identity. Theoretical and empirical implicationsimplications of the findings are discussed.

Keywords: Employees; Green; Behavior; Self-identity; Perceived; Organizational; Support; Environment (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-95-1422-9_3

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DOI: 10.1007/978-981-95-1422-9_3

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