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Purpose This study aims to investigate the relationship between organizational citizenship behavior for the environment (OCBE) of managers and the constructs of the theory of planned behavior: perceived behavioral control (PBC) and attitude toward the environment. The current study also aims to explore the magnitude of this relationship with subjective norms as a moderating variable. Design/methodology/approach Data were sourced from a total number of 140 respondents (managers) from different firms in The Netherlands through an online questionnaire by using a mixture of structured, semi-structured and open-ended questions. Having used the correlation test, the study first conducts the exploratory factor analysis and then the reliability test. Finally, it estimates the coefficients by applying the hierarchical regression model to find the relationship between dependent and explanatory variables. Findings Diagnostic test results revealed that data are highly reliable. The coefficient results indicate that PBC and environmental attitude have positive and significant relationships with OCBE. Additionally, subjective norms have a significant and positive effect on strengthening the relationship between PBC and OCBE; however, it has no impact on the relationship between environmental attitude and OCBE. Research limitations/implications This study has some caveats. First, the results presented in the research are derived from a single moment in time. The second limitation has to do with the insignificant results for the construct of environmental attitude. Third, this study comprises a data set obtained from different companies in The Netherlands. Practical implications Organizations that want to increase their environmental performance could look at the PBC, environmental attitude and subjective norms of the managers in regard to OCBE. Originality/value The results of the study contribute to the understanding of the way PBC, environmental attitude and subjective norms positively affect OCBE. Future research should investigate organizational citizenship within business firms by considering corporate social responsibility as a key variable.

This paper provides insight into the business case of corporate social responsibility (CSR) at Columbia Garments Limited in Bangladesh. Therefore, the study analyses how CSR practices have resulted in an increased financial and nonfinancial performance of this factory. Qualitative data were collected from primary sources through observation and in‐depth interview with the key person who is directly involved with CSR planning and implementation in the company. Secondary data were collected from annual reports, books, articles, periodicals of different domestic, and international agencies. Based on these considerations, a questionnaire and an interview were used as data collection methods. The result showed that the overall cost of the organization increased because of CSR implementation, but the company benefited financially in the long run through reduced labor turnover rate, increased workers' efficiency, increased audit quality, enhanced productivity, and motivated employees.