Employee proactive pro-environmental behavior (PEB) has been increasingly emphasized as an essential behavior benefiting the environment and organizational sustainability. Nevertheless, both scholars and practitioners need a fuller yet nuanced understanding of the antecedents and boundary condition of PEB. Drawing from theories of cue consistency and proactivity, we advance an interaction perspective to explain how environmentally specific transformational leadership (ESTL) as guidance and green human resource management (GHRM) as normative practices interact to arouse employee PEB and how three fine-grained proactive psychological states of green self-efficacy, environmental self-accountability, and environmental passion transmit these effects. Two lab experiments constructively offered causal support for our main hypotheses, and a multilevel, multiphase, and multisource field study verified our integrative model and enhanced the generalizability of conclusions. Results indicated that in addition to the direct positive effects, organization-level GHRM, and individual-level ESTL also showed a synergy effect in predicting employee PEB. Three differentiated proactive psychological states positively linked the underlying processes, especially in the high-GHRM context. The findings highlight a multilevel antecedent framework of employee PEB and provide a useful attempt to answer the lingering debate about interactions between leadership and human resource management systems.
Based on the Stakeholder theory, a moderated mediating effect model is developed to reach the study objective, revealing an important connection that suggests environmental regulations (ERs) influence corporate environmental responsibility (CER) (Porter Hypothesis). In building the model, the validity of the questionnaire data was analyzed with factor analysis. By employing a two-step approach, a regression analysis is utilized to discuss the mediating effect of altruistic motivation and moderating effect of green innovation, and a structural equation model is used to explore the interactive mechanism of different variables. It is found that altruistic motivation plays a medium role in the relationship between ERs and CER, and green innovation engages a positive coordination in the relationship. The empirical study identifies factors affecting enterprises' willingness to undertake environmental responsibility, including environment policies, corporate culture, and personal characters among others. It is also revealed that altruistic motivation is conducive to forming a community interests among enterprises and enhancing their resistance to market risks, which explains and corroborates the Stakeholder theory; and the higher the level of green innovation, the more willing enterprises are to implement environmentally friendly operations.
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