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Scholars and managers have raised the question of how to encourage employees to perform discretionary pro-environmental behaviors at work, termed organizational citizenship behaviors toward the environment (OCB-Es). This study examined how rationales for organizational sustainability relate to employees’ OCB-Es. We considered two rationales—eco-centric and organization-centric—and two sources—employees’ rationales and their perceptions of their employers’ rationales. Results from 489 working adults across a variety of organizations and occupations revealed that both eco-centric and organization-centric rationales at both individual and perceived organizational levels related to employees’ OCB-Es. Furthermore, we found interactive effects, such that employees’ perceptions of their organizations’ rationales were more important than their own rationales in determining OCB-Es. These findings contribute to a theoretical understanding of the complex and interrelated factors motivating employees to perform voluntary sustainability behaviors in organizations. In addition, our results are valuable for managers looking to increase employee sustainability behaviors.

Environmental sustainability has begun to penetrate the business school curriculum. Whether it ultimately becomes a key component of managerial decision-making models will depend upon whether it is perceived as legitimate within the context of profit-making enterprises. This paper draws upon the cognitive psychology and organizational legitimacy literatures to develop a conceptual framework for operationalizing perceived legitimacy. This framework can be used to develop survey instruments and simulations that evaluate the effectiveness of various pedagogical approaches to integrating sustainability into business school curricula.

BackgroundCommunity mobilisation is an important component of a participatory approach to health and development interventions. However, it is challenging to define, measure and assess community participation and ownership of a programme, especially at scale.MethodsAn iterative cross-sectional survey was designed for implementation across a representative sample of community-based groups, using a weighted index that captured both qualitative and quantitative data in a standardised form. These data were aggregated at the level of individual groups, as well as state-wide or across the whole programme. Community participation in the survey is a primary feature of the methodology and was integral to the process of designing the index and administering the survey.ResultsThe survey provided programme management and communities with objective tools for monitoring community mobilisation across a large-scale and complex intervention covering 32 districts in India. The implementation of the survey engaged communities in an open discussion of their goals and capabilities and helped them to challenge the power dynamics between themselves and other stakeholders.ConclusionsIt is possible to translate the theoretical premises of participatory development into a tool that both measures and fosters meaningful participation. The active participation of community members in the collection and analysis of data on their mobilisation suggests that monitoring of participation can be undertaken to inform a scaled-up programme and can be a useful intervention in its own right.