Drawing 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 feltresponsibility. 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.

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.

Based on the social identity theory, this study investigates whether and how employee perceptions of corporate environmental behavior (CEB) influence the realization of an organization's internal value. Using employees' organizational citizenship behavior (OCB) as a direct agent for corporate internal value, the current study constructs a theoretical model of perceived CEB and OCB, with work meaningfulness and person-organization (P-O) value fit serving as mediator and moderator, respectively. After analyzing 235 questionnaire samples, we discovered that the perceived CEB positively influenced OCB via work meaningfulness and that this positive effect was strengthened by a greater P-O value fit. These findings suggest that in the process of motivating employees to implement OCB, firms should address the significance of internal driving roles of work meaningfulness and boundary-spanning roles of P-O value fit in order to enhance corporate internal value and correct managers' misconceptions about the value of CEB.