Science and Engineering Ethics

, Volume 25, Issue 2, pp 519–557 | Cite as

Employee–Organization Pro-environmental Values Fit and Pro-environmental Behavior: The Role of Supervisors’ Personal Values

  • Hui Lu
  • Xia Liu
  • Hong ChenEmail author
  • Ruyin Long
Original Paper


This study examines the relationship among the employees–organization pro-environmental values fit (E–O PEVs fit), supervisors’ PEVs and employees’ pro-environmental behaviors (PEB). Informed by the PEB, organizational values and employee–organization fit literature, we propose and test hypotheses that under egoistic, altruistic and biosphere-value orientations, E–O PEVs fit versus non-fit have significant effects on employees’ private-sphere PEB and public-sphere PEB, identifying supervisors’ PEVs as a moderator. An empirical investigation indicates that the effect of E–O PEVs fit on employees’ private-sphere PEB and public-sphere PEB varies as the value orientation differs. More specifically, under the context of altruistic and biosphere-value orientations, if the organizational PEVs do not match the employees’ PEVs, especially when the former exceeds the latter, employees’ PEB will rise as the organizational PEVs increase. As for egoistic value orientation, when organizational PEVs exceed employees’ PEVs, not only will public-sphere PEB stop decreasing and tend to stabilize, but also private-sphere PEB will rise to a slight degree. Furthermore, compared with altruistic and biospheric values dimensions, supervisors who promote egoistic PEVs will have a more significant effect on the relationship between global E–O PEVs fit and employees’ PEB. Finally, we suggest that the goals of an organization and its supervisors need to be combined within the actual situation of Chinese corporations to truly implement corporate green practices by balancing the profit goal and the environmental goal.


Employees’ private-sphere pro-environmental behavior Employees’ public-sphere pro-environmental behavior Employee–organization pro-environmental values fit Extra-role behavior In-role behavior Supervisors’ pro-environmental values 



Pro-environmental behavior


Pro-environmental values


Egoistic-oriented employees’ pro-environmental values


Altruistic-oriented employees’ pro-environmental values


Biospheric-oriented employees’ pro-environmental values


Egoistic-oriented organizational pro-environmental values


Altruistic-oriented organizational pro-environmental values


Biospheric-oriented organizational pro-environmental values


Egoistic-oriented supervisors’ pro-environmental values


Altruistic-oriented supervisors’ pro-environmental values


Biospheric-oriented supervisors’ pro-environmental values

E–O PEVs fit

Employees–organization pro-environmental values fit

Eego–Oego PEVs

Egoistic-oriented employees–organization pro-environmental values

Ealt–Oalt PEVs

Altruistic-oriented employees–organization pro-environmental values

Ebio–Obio PEVs

Biospheric-oriented employees–organization pro-environmental values



This work was supported by the National Natural Science Foundation of China Project (Grant Nos. 71473247, 71473248, 71673271, 71273258, 71603255), the Major project of National Social Science Funding of China (Grant No. 16ZDA056), Jiangsu Philosophy and Social Sciences Excellent Innovation Cultivation Team (2017), the 333 Project of Training High-level Talents of Jiangsu Province (2016), the Teaching Education Reformed Practice of Jiangsu Province (Grant No. JGZZ16_078), the Social Science Foundation of Jiangsu Province Project (Grant No. 14JD026), “13th Five Year” brand discipline specialty building project of China University of Mining and Technology (2017), “13th Five Year” Brand Discipline Construction Funding Project of China University of Mining and Technology (2017), Fundamental Research Funds for the Central Universities (Grant No. 2017WB16), Fundamental Research Funds for the Central Universities (Grant No. 2017XKZD12), the China Ministry of Education Humanities and Social Science Project (Grant No. 14YJC630092), the Education Humanities and Social Science Project of Jiangsu Province (Grant No. 14ZHC002) and the program of innovation team supported by China University of Mining and Technology (Grant No. 2015ZY003).


  1. Afsar, B., & Badir, Y. F. (2016). Person–organization fit, perceived organizational support, and organizational citizenship behavior: The role of job embeddedness. Journal of Human Resources in Hospitality & Tourism, 15(3), 252–278.Google Scholar
  2. Afsar, B., Badir, Y., & Kiani, U. S. (2016). Linking spiritual leadership and employee pro-environmental behavior: The influence of workplace spirituality, intrinsic motivation, and environmental passion. Journal of Environmental Psychology, 45, 79–88.Google Scholar
  3. Aiken, L. S., West, S. G., & Reno, R. R. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.Google Scholar
  4. Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations. Thousand Oaks, CA: Sage.Google Scholar
  5. Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823.Google Scholar
  6. Bashshur, M. R., Hernández, A., & González-Romá, V. (2011). When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support. Journal of Applied Psychology, 96(3), 558–573.Google Scholar
  7. Bass, B. M., & Avolio, B. J. (2000). MLQ: Multifactor leadership questionnaire (2nd ed.). Redwood City, CA: Mind Garden Inc.Google Scholar
  8. Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–217.Google Scholar
  9. Bedford, T., Collingwood, P., Darnton, A., Evans, D., Gatersleben, B., Abrahamse, W., et al. (2010). Motivations for pro-environmental behaviour: A report to the Department for Environment Food and Rural Affairs. Resolve. London: Defra.Google Scholar
  10. Begley, T. M., Lee, C., Fang, Y., et al. (2002). Power distance as a moderator of the relationship between justice and employee outcomes in a sample of Chinese employees. Journal of Managerial Psychology, 17(8), 692–711.Google Scholar
  11. Bettencourt, L. A. (2004). Change-oriented organizational citizenship behaviors: The direct and moderating influence of goal orientation. Journal of Retailing, 80(3), 165–180.Google Scholar
  12. Bidwell, D. (2013). The role of values in public beliefs and attitudes towards commercial wind energy. Energy Policy, 58, 189–199.Google Scholar
  13. Bissing-Olson, M. J., Fielding, K. S., & Iyer, A. (2016). Experiences of pride, not guilt, predict pro-environmental behavior when pro-environmental descriptive norms are more positive. Journal of Environmental Psychology, 45, 145–153.Google Scholar
  14. Boerner, S., Eisenbeiss, S. A., & Griesser, D. (2007). Follower behavior and organizational performance: The impact of transformational leaders. Journal of Leadership & Organizational Studies, 13(3), 15–26.Google Scholar
  15. Boiral, O., & Paillé, P. (2012). Organizational citizenship behaviour for the environment: Measurement and validation. Journal of Business Ethics, 109(4), 431–445.Google Scholar
  16. Burger, J. M., Bell, H., Harvey, K., Johnson, J., Stewart, C., Dorian, K., et al. (2010). Nutritious or delicious? The effect of descriptive norm information on food choice. Journal of Social and Clinical Psychology, 29(2), 228.Google Scholar
  17. Chen, C. C., Peng, M. W., & Saparito, P. A. (2002). Individualism, collectivism, and opportunism: A cultural perspective on transaction cost economics. Journal of Management, 28(4), 567–583.Google Scholar
  18. Conger, J. A., & Kanungo, R. N. (1988). Charismatic leadership: The elusive factor in organizational effectiveness. San Francisco, CA: Jossey-Bass.Google Scholar
  19. Cropanzano, R., Rupp, D. E., & Byrne, Z. S. (2003). The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviors. Journal of Applied Psychology, 88(1), 160.Google Scholar
  20. Culiberg, B., & Elgaaied-Gambier, L. (2016). Going green to fit in-understanding the impact of social norms on pro-environmental behaviour, a cross-cultural approach. International Journal of Consumer Studies, 40(2), 179–185.Google Scholar
  21. De Groot, J. I., & Steg, L. (2007). Value orientations and environmental beliefs in five countries validity of an instrument to measure egoistic, altruistic and biospheric value orientations. Journal of Cross-Cultural Psychology, 38(3), 318–332.Google Scholar
  22. De Groot, J. I., & Steg, L. (2008). Value orientations to explain beliefs related to environmental significant behavior how to measure egoistic, altruistic, and biospheric value orientations. Environment and Behavior, 40(3), 330–354.Google Scholar
  23. De Groot, J. I., & Steg, L. (2010). Relationships between value orientations, self-determined motivational types and pro-environmental behavioural intentions. Journal of Environmental Psychology, 30(4), 368–378.Google Scholar
  24. De Groot, J. I., Steg, L., Keizer, M., Farsang, A., & Watt, A. (2012). Environmental values in post-socialist Hungary: Is it useful to distinguish egoistic, altruistic and biospheric values? Sociologicky Casopis, 48(3), 421–440.Google Scholar
  25. De Leeuw, A., Valois, P., Ajzen, I., et al. (2015). Using the theory of planned behavior to identify key beliefs underlying pro-environmental behavior in high-school students: Implications for educational interventions. Journal of Environmental Psychology, 42, 128–138.Google Scholar
  26. Deutsch, M., & Gerard, H. B. (1955). A study of normative and informational social influences upon individual judgment. Journal of Abnormal and Social Psychology, 51(3), 629–636.Google Scholar
  27. Dietz, T., Fitzgerald, A., & Shwom, R. (2005). Environmental values. Annual Review of Environment and Resources, 30, 335–372.Google Scholar
  28. Edwards, J. R. (1996). An examination of competing versions of the person–environment fit approach to stress. Academy of Management Journal, 39(2), 292–339.Google Scholar
  29. Effelsberg, D., Solga, M., & Gurt, J. (2014). Transformational leadership and follower’s unethical behavior for the benefit of the company: A two-study investigation. Journal of Business Ethics, 120(1), 81–93.Google Scholar
  30. Egri, C. P. (1997). Spiritual connections with the natural environment pathways for global change. Organization & Environment, 10(4), 407–431.Google Scholar
  31. Egri, C. P., & Herman, S. (2000). Leadership in the North American environmental sector: Values, leadership styles, and contexts of environmental leaders and their organizations. Academy of Management Journal, 43(4), 571–604.Google Scholar
  32. Ehrhart, M. G., & Naumann, S. E. (2004). Organizational citizenship behavior in work groups: A group norms approach. Journal of Applied Psychology, 89(6), 960.Google Scholar
  33. Erdogan, B., Bauer, T. N., & Taylor, S. (2015). Management commitment to the ecological environment and employees: Implications for employee attitudes and citizenship behaviors. Human Relations, 68(11), 1669–1691.Google Scholar
  34. Ervin, D., Wu, J., Khanna, M., Jones, C., & Wirkkala, T. (2013). Motivations and barriers to corporate environmental management. Business Strategy and the Environment, 22(6), 390–409.Google Scholar
  35. Florea, L., Cheung, Y. H., & Herndon, N. C. (2013). For all good reasons: Role of values in organizational sustainability. Journal of Business Ethics, 114(3), 393–408.Google Scholar
  36. Friedman, M. (2007). The social responsibility of business is to increase its profits (pp. 122–126). New York Times Magazine, September 13.Google Scholar
  37. Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362.Google Scholar
  38. Gentry, W. A., Ekelund, B. R. Z., Hannum, K. M., & de Jong, A. (2007). A study of the discrepancy between self-and observer-ratings on managerial derailment characteristics of European managers. European Journal of Work and Organizational Psychology, 16(3), 295–325.Google Scholar
  39. Gentry, W. A., Yip, J., & Hannum, K. M. (2010). Self–observer rating discrepancies of managers in Asia: A study of derailment characteristics and behaviors in Southern and Confucian Asia. International Journal of Selection and Assessment, 18(3), 237–250.Google Scholar
  40. Graves, L. M., Sarkis, J., & Zhu, Q. (2013). How transformational leadership and employee motivation combine to predict employee proenvironmental behaviors in China. Journal of Environmental Psychology, 35, 81–91.Google Scholar
  41. Griskevicius, V., Cialdini, R. B., & Goldstein, N. J. (2008). Social norms: An underestimated and underemployed lever for managing climate change. International Journal of Sustainability Communication, 3, 5–13.Google Scholar
  42. Grønhøj, A., & Thøgersen, J. (2012). Action speaks louder than words: The effect of personal attitudes and family norms on adolescents’ pro-environmental behaviour. Journal of Economic Psychology, 33(1), 292–302.Google Scholar
  43. Groves, K. S., & LaRocca, M. A. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility. Journal of Business Ethics, 103(4), 511–528.Google Scholar
  44. Groves, K. S., & LaRocca, M. A. (2012). Does transformational leadership facilitate follower beliefs in corporate social responsibility? A field study of leader personal values and follower outcomes. Journal of Leadership & Organizational Studies, 19(2), 215–229.Google Scholar
  45. Haron, S. A., Paim, L., & Yahaya, N. (2005). Towards sustainable consumption: An examination of environmental knowledge among Malaysians. International Journal of Consumer Studies, 29(5), 426–436.Google Scholar
  46. Hart, S. L. (1995). A natural-resource-based view of the firm. Academy of Management Review, 20(4), 986–1014.Google Scholar
  47. Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person–organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management Journal, 54(4), 779–796.Google Scholar
  48. Homburg, A., & Stolberg, A. (2006). Explaining pro-environmental behavior with a cognitive theory of stress. Journal of Environmental Psychology, 26(1), 1–14.Google Scholar
  49. Howell, R. A. (2013). It’s not, (just) “the environment, stupid!” values, motivations, and routes to engagement of people adopting lower-carbon lifestyles. Global Environmental Change, 23(1), 281–290.Google Scholar
  50. Inglehart, R. (1995). Public support for environmental protection: Objective problems and subjective values in 43 societies. PS. Political Science & Politics, 28(01), 57–72.Google Scholar
  51. Islam, Z., Ahmed, S., & Hasan, I. (2012). Corporate social responsibility and financial performance linkage: Evidence from the banking sector of Bangladesh. Journal of Organizational Management, 1(1), 14–21.Google Scholar
  52. Joyner, B. E., & Payne, D. (2002). Evolution and implementation: A study of values, business ethics and corporate social responsibility. Journal of Business Ethics, 41(4), 297–311.Google Scholar
  53. Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20(6), 855–875.Google Scholar
  54. Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2011). Ethical leader behavior and big five factors of personality. Journal of Business Ethics, 100(2), 349–366.Google Scholar
  55. Kalshoven, K., van Dijk, H., & Boon, C. (2016). Why and when does ethical leadership evoke unethical follower behavior? Journal of Managerial Psychology, 31(2), 500–515.Google Scholar
  56. Kaplan, R., & Norton, D. (2005). The balanced scorecard: Measures that drive performance. Harvard Business Review, 83(7), 172–180.Google Scholar
  57. Kaptein, M. (2008). Developing and testing a measure for the ethical culture of organizations: The corporate ethical virtues model. Journal of Organizational Behavior, 29(7), 923–947.Google Scholar
  58. Kaptein, M. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations, 64(6), 843–869.Google Scholar
  59. Karremans, J. C. (2007). Considering reasons for a value influences behaviour that expresses related values: An extension of the value-as-truisms hypothesis. European Journal of Social Psychology, 37, 508–523.Google Scholar
  60. Kennedy, E. H., Beckley, T. M., McFarlane, B. L., et al. (2009). Why we don’t” walk the talk”: Understanding the environmental values/behaviour gap in Canada. Human Ecology Review, 16(2), 151–160.Google Scholar
  61. Khachatryan, H., Joireman, J., & Casavant, K. (2013). Relating values and consideration of future and immediate consequences to consumer preference for biofuels: A three-dimensional social dilemma analysis. Journal of Environmental Psychology, 34(2), 97–108.Google Scholar
  62. Kiatkawsin, K., & Han, H. (2017). Young travelers’ intention to behave pro-environmentally: Merging the value-belief-norm theory and the expectancy theory. Tourism Management, 59, 76–88.Google Scholar
  63. Kim, A., Kim, Y., Han, K., Jackson, S. E., & Ployhart, R. E. (2017). Multilevel influences on voluntary workplace green behavior: Individual differences, leader behavior, and coworker advocacy. Journal of Management, 43(5), 1335–1358.Google Scholar
  64. Kristof, A. L. (1996). Person organization fit: Integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1–49.Google Scholar
  65. Leung, A. S. (2008). Matching ethical work climate to in-role and extra-role behaviors in a collectivist work setting. Journal of Business Ethics, 79(1–2), 43–55.Google Scholar
  66. Lilly, J. D., & Durr, D. W. (2012). Technology changes at work and employee reactions: The role of leader behavior. Human Systems Management, 31(3–4), 193–201.Google Scholar
  67. Lord, R., & Brown, D. (2001). Leadership, values, and subordinate self-concepts. Leadership Quarterly, 12(2), 133–152.Google Scholar
  68. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7(3), 385–425.Google Scholar
  69. Lu, H., & Chen, H. (2015). Does a people-oriented safety culture strengthen miners’ rule-following behavior? The role of mine supplies-miners’ needs congruence. Safety Science, 76, 121–132.Google Scholar
  70. Lu, H., Chen, H., Du, W., & Long, R. (2017a). Moral values congruence and miners’ policy following behavior: The role of supervisor morality. Science and Engineering Ethics, 23(3), 769–791.Google Scholar
  71. Lu, H., Liu, X., Chen, H., Long, R., & Yue, T. (2017b). Who contributed to “corporation green” in China? A view of public-and private-sphere pro-environmental behavior among employees. Resources, Conservation and Recycling, 120, 166–175.Google Scholar
  72. Lu, C. S., & Yang, C. S. (2010). Safety leadership and safety behavior in container terminal operations. Safety Science, 48, 123–134.Google Scholar
  73. Lucas, K., Brooks, M., Darnton, A., & Jones, J. E. (2008). Promoting pro-environmental behaviour: Existing evidence and policy implications. Environmental Science & Policy, 11(5), 456–466.Google Scholar
  74. Lülfs, R., & Hahn, R. (2013). Corporate greening beyond formal programs, initiatives, and systems: A conceptual model for voluntary pro-environmental behavior of employees. European Management Review, 10(2), 83–98.Google Scholar
  75. MacKenzie, S. B., Podsakoff, P. M., & Ahearne, M. (1998). Some possible antecedents and consequences of in-role and extra-role salesperson performance. The Journal of Marketing, 62(3), 87–98.Google Scholar
  76. Mo, S., & Shi, J. (2017). Linking ethical leadership to employees’ organizational citizenship behavior: Testing the multilevel mediation role of organizational concern. Journal of Business Ethics, 141(1), 151–162.Google Scholar
  77. Nordlund, A. M., & Garvill, J. (2003). Effects of values, problem awareness, and personal norm on willingness to reduce personal car use. Journal of Environmental Psychology, 23(4), 339–347.Google Scholar
  78. Norton, T. A., Zacher, H., & Ashkanasy, N. M. (2014). Organisational sustainability policies and employee green behaviour: The mediating role of work climate perceptions. Journal of Environmental Psychology, 38(3), 49–54.Google Scholar
  79. O’Reilly, C. A., Chatman, J. A., & Caldwell, D. F. (1991). People and organizational culture: A profile comparisons approach to assessing person–organization fit. Academy of Management Journal, 34(3), 487–516.Google Scholar
  80. Ofori, G. (2008). Leadership for future construction industry: Agenda for authentic leadership. International Journal of Project Management, 26(6), 620–630.Google Scholar
  81. O’Neal, R. A. (2011). Do values matter? The impact of organizationally enacted values on business performance in a retail store context. Dissertation Abstracts International Section A: Humanities & Social Sciences (Vol. 72, No. 11-A, p. 4326).Google Scholar
  82. Ones, D. S., & Dilchert, S. (2012). Employee green behaviors. In S. E. Jackson, D. S. Ones, & S. Dilchert (Eds.), Managing human resources for environmental sustainability (pp. 85–116). San Francisco, CA: Jossey-Bass.Google Scholar
  83. Onwezen, M. C., Antonides, G., & Bartels, J. (2013). The norm activation model: An exploration of the functions of anticipated pride and guilt in pro-environmental behaviour. Journal of Economic Psychology, 39, 141–153.Google Scholar
  84. Organ, D. W. (1988). A restatement of the satisfaction-performance hypothesis. Journal of Management, 14(4), 547–557.Google Scholar
  85. Oskamp, S., Harrington, M. J., Edwards, T. C., Sherwood, D. L., Okuda, S. M., & Swanson, D. C. (1991). Factors influencing household recycling behavior. Environment and Behavior, 23(4), 494–519.Google Scholar
  86. Paillé, P., & Boiral, O. (2013). Pro-environmental behavior at work: Construct validity and determinants. Journal of Environmental Psychology, 36(3), 118–128.Google Scholar
  87. Palmer, N. F. (2013). The effects of leader behavior on follower ethical behavior: Examining the mediating roles of ethical efficacy and moral disengagement (Unpublished doctoral dissertation). University of Nebraska-Lincoln.Google Scholar
  88. Papagiannakis, G., & Lioukas, S. (2012). Values, attitudes and perceptions of managers as predictors of corporate environmental responsiveness. Journal of Environmental Management, 100, 41–51.Google Scholar
  89. Peterson, C., & Seligman, M. E. (2004). Character strengths and virtues. Oxford: Oxford University Press.Google Scholar
  90. Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327–340.Google Scholar
  91. Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142.Google Scholar
  92. Poortinga, W., Steg, L., & Vlek, C. (2004). Values, environmental concern, and environmental behavior a study into household energy use. Environment and Behavior, 36(1), 70–93.Google Scholar
  93. Ramus, C. A., & Killmer, A. B. (2007). Corporate greening through prosocial extrarole behaviours—A conceptual framework for employee motivation. Business Strategy and the Environment, 16(8), 554–570.Google Scholar
  94. Reese, G., Loew, K., & Steffgen, G. (2014). A towel less: Social norms enhance pro-environmental behavior in hotels. The Journal of Social Psychology, 154(2), 97–100.Google Scholar
  95. Robbins, S. P. (2001). Organizational behavior. Upper Saddle River, NJ: Prentice Hall.Google Scholar
  96. Robertson, J. L., & Barling, J. (2013). Greening organizations through leaders’ influence on employees’ pro-environmental behaviors. Journal of Organizational Behavior, 34(2), 176–194.Google Scholar
  97. Russell, S., & Friedrich, E. (2015). The relationship between emotions and workplace pro-environmental behaviors. In J. Barling & J. Robertson (Eds.), The psychology of green organizations (pp. 141–163). Oxford: Oxford University Press.Google Scholar
  98. Schwartz, S. H. (1994). Are there universal aspects in the structure and contents of human values? Journal of Social Issues, 50(4), 19–45.Google Scholar
  99. Schwartz, S. H., & Bilsky, W. (1990). Toward a theory of the universal content and structure of values: Extensions and cross-cultural replications. Journal of Personality and Social Psychology, 58(5), 878–891.Google Scholar
  100. Shin, Y. (2012). CEO ethical leadership, ethical climate, climate strength, and collective organizational citizenship behavior. Journal of Business Ethics, 108(3), 299–312.Google Scholar
  101. Shrivastava, P. (1995). The role of corporations in achieving ecological sustainability. Academy of Management Review, 20(4), 936–960.Google Scholar
  102. Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653.Google Scholar
  103. Snelgar, R. S. (2006). Egoistic, altruistic, and biospheric environmental concerns: Measurement and structure. Journal of Environmental Psychology, 26(2), 87–99.Google Scholar
  104. Sosik, J. J. (2005). The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. The Leadership Quarterly, 16(2), 221–244.Google Scholar
  105. Soyez, K. (2012). How national cultural values affect pro-environmental consumer behavior. International Marketing Review, 29(6), 623–646.Google Scholar
  106. Spanjol, J., Tam, L., & Tam, V. (2015). Employer–employee congruence in environmental values: An exploration of effects on job satisfaction and creativity. Journal of Business Ethics, 130(1), 117–130.Google Scholar
  107. Steg, L., Bolderdijk, J. W., Keizer, K., & Perlaviciute, G. (2014). An integrated framework for encouraging pro-environmental behaviour: The role of values, situational factors and goals. Journal of Environmental Psychology, 38, 104–115.Google Scholar
  108. Stern, P. C. (2000). New environmental theories: Toward a coherent theory of environmentally significant behavior. Journal of Social Issues, 56(3), 407–424.Google Scholar
  109. Stern, P. C., & Dietz, T. (1994). The value basis of environmental concern. Journal of Social Issues, 50(3), 65–84.Google Scholar
  110. Stern, P. C., Guagnano, G. A., & Dietz, T. (1998). A brief inventory of values. Educational and Psychological Measurement, 58(6), 984–1001.Google Scholar
  111. Sussman, R., Lavallee, L. F., & Gifford, R. (2016). Pro-environmental values matter in competitive but not cooperative commons dilemmas. The Journal of Social Psychology, 156(1), 43–55.Google Scholar
  112. Terrier, L., & Marfaing, B. (2015). Using social norms and commitment to promote pro-environmental behavior among hotel guests. Journal of Environmental Psychology, 44, 10–15.Google Scholar
  113. Tett, R. P., & Burnett, D. D. (2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88(3), 500.Google Scholar
  114. Thompson, S. C. G., & Barton, M. A. (1994). Ecocentric and anthropocentric attitudes toward the environment. Journal of Environmental Psychology, 14(2), 149–157.Google Scholar
  115. Tyler, T. R., & Blader, S. L. (2000). Cooperation in groups: Procedural justice, social identity, and behavioral engagement. Philadelphia, PA: Psychology Press.Google Scholar
  116. Tyler, T. R., & Blader, S. L. (2005). Can businesses effectively regulate employee conduct? The antecedents of rule following in work settings. Academy of Management Journal, 48(6), 1143–1158.Google Scholar
  117. Unsworth, K., Dmitrieva, A., & Adriasola, E. (2013). Changing behavior: Increasing the effectiveness of workplace interventions in creating pro-environmental behavior change. Journal of Organizational Behavior, 34(2), 211–229.Google Scholar
  118. Van Dyne, L., Graham, J. W., & Dienesch, R. M. (1994). Organizational citizenship behavior: Construct redefinition, measurement, and validation. Academy of Management Journal, 37(4), 765–802.Google Scholar
  119. Vidyarthi, P. R., Anand, S., & Liden, R. C. (2014). Do emotionally perceptive leaders motivate higher employee performance? The moderating role of task interdependence and power distance. The Leadership Quarterly, 25(2), 232–244.Google Scholar
  120. Wynveen, C. J., & Sutton, S. G. (2015). Engaging the public in climate change-related pro-environmental behaviors to protect coral reefs: The role of public trust in the management agency. Marine Policy, 53, 131–140.Google Scholar
  121. Xiao, C., & Hong, D. (2010). Gender differences in environmental behaviors in China. Population and Environment, 32(1), 88–104.Google Scholar
  122. Yun, S., Takeuchi, R., & Liu, W. (2007). Employee self-enhancement motives and job performance behaviors: Investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment. Journal of Applied Psychology, 92(3), 745–756.Google Scholar
  123. Zhu, Y., & Akhtar, S. (2014). How transformational leadership influences follower helping behavior: The role of trust and prosocial motivation. Journal of Organizational Behavior, 35(3), 373–392.Google Scholar
  124. Zsóka, Á., Szerényi, Z. M., Széchy, A., & Kocsis, T. (2013). Greening due to environmental education? Environmental knowledge, attitudes, consumer behavior and everyday pro-environmental activities of Hungarian high school and university students. Journal of Cleaner Production, 48, 126–138.Google Scholar

Copyright information

© Springer Science+Business Media B.V., part of Springer Nature 2017

Authors and Affiliations

  1. 1.School of ManagementChina University of Mining and TechnologyXuzhouChina

Personalised recommendations