How to Motivate Employees’ Environmental Citizenship Behavior through Perceived Interpersonal Circle Power? A New Perspective from Chinese Circle Culture

Abstract

Employees’ spontaneous environmental citizenship behavior (ECB) is a key factor in facilitating the low-carbon transition of enterprises. However, little research has focused on the impact of interpersonal interactions on ECB. To explore how ECB is affected by special interpersonal circles in Chinese organizations, we propose a new concept: perceived interpersonal circle power (PICP). From the two dimensions of PICP, leader-oriented perceived interpersonal circle power (PICP-L) and colleague-oriented perceived interpersonal circle power (PICP-C), we establish a mechanism model to explore the effect of PICP on ECB. A structural equation model was used to test our hypotheses through 332 questionnaires, and the results show that PICP-L and PICP-C differ significantly in the directions and strengths of their effects on ECB. PICP-C has a direct positive driving effect on environmental engagement behavior (EEB) and environmental helping behavior (EHB). High PICP-C can also encourage EEB via affective organizational commitment (AOC). Conversely, PICP-L has no significant effect on EEB. More unexpectedly, PICP-L has a significant negative influence on EHB. This study provides a new direction for future theoretical research on ECB, as well as a new opportunity for policy-making and enterprise management practices to promote employees’ ECB.

How Does Environmentally Specific Servant Leadership Fuel Employees’ Low-Carbon Behavior? The Role of Environmental Self-Accountability and Power Distance Orientation

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“…First, in respect to social identity theory, we argue that the diagnostic use of eco‐controls assists in developing employees' ‘sense of oneness or belongingness’ (van Knippenberg, 2000, p. 358) to their organisation as such controls provide clarity in respect to the environmental goals of their organisation and signal organisational commitment to environmental initiatives. In particular, through ‘setting clear targets and expectations, and monitoring feedback’ (Speklé et al, 2017, p. 74), employees will develop a clear understanding of their organisation's environmental objectives and a sense of ownership of and/or ‘organisational identity’ in pursuing such objectives, which will result in them engaging in voluntary acts to contribute to the attainment of such objectives (Mi et al, 2019), i.e., employee environmental citizenship behaviour. This is supported by Journeault et al (2016) who indicate that the diagnostic use of environmental controls highlights the importance of environmental issues (Journeault et al, 2016), thereby aligning employees' behaviour with the environmental objectives of an organisation and enhancing employees' identification with their organisation's environmental objectives (Journeault et al, 2016).…”

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