Corporate Sustainable Development Strategy: Effect of Green Shared Vision on Organization Members’ Behavior
Abstract
:1. Introduction
2. Literature Review and Hypothesis Development
2.1. Influence of GSV on Organization Members According to Expectancy–Valence Theory
2.2. Influence of GPPO on Organization Members According to Psychological Ownership Theory
3. Methodology and Measurement
3.1. Data Collection and Sample
3.2. Measurements
4. Empirical Results
4.1. Measurement Model Results
4.2. Structural Model Results
5. Conclusions and Implications
Funding
Conflicts of Interest
Appendix A
Constructs | Items | Cronbach’s α | Resources | |
---|---|---|---|---|
Numbers | Content | |||
GSV | GSV01 | A commonality of environmental goals exists in the company. | 0.897 | refers to Chen et al. [45] |
GSV02 | A total agreement on the strategic environmental direction of the organization. | |||
GSV03 | All members in the organization are committed to the environmental strategies. | |||
GSV04 | Employees of the organization are enthusiastic about the collective environmental mission of the organization. | |||
GOI | GOI01 | top managers, middle managers and employees of the organization are proud of its history regarding environmental management and protection. | 0.936 | refers to Chen [51] |
GOI02 | top managers, middle managers and employees of the organization are proud of its environmental objectives and missions. | |||
GOI03 | top managers, middle managers and employees think that the organization has maintained a significant position for environmental management and protection. | |||
GOI04 | top managers, middle managers and employees of the organization think that the organization has formulated well-defined environmental objectives and missions. | |||
GOI05 | top managers, middle managers and employees of the organization are knowledgeable about its environmental tradition and culture. | |||
GOI06 | top managers, middle managers and employees of the organization identify that it provides considerable attention to environmental management and protection | |||
GPPO | GPPO1 | I feel like this green product is mine. | 0.847 | Peck and Shu [130] |
GPPO2 | I feel a very high degree of personal ownership of this green product. | |||
GPPO3 | I feel like I own this green product. | |||
OCBE | OCBE01 | During work, I weigh my actions before doing something that could affect the environment. | 0.964 | Paillé et al. [36] |
OCBE02 | I voluntarily conduct environmental actions and initiatives in my daily activities at work. | |||
OCBE03 | I make suggestions to my colleagues about ways to effectively protect the environment, even when it is not my direct responsibility. | |||
OCBE04 | I actively participate in environmental events organized in and/or by the organization. | |||
OCBE05 | I stay informed about my environmental initiatives of the organization. | |||
OCBE06 | I undertake environmental actions that contribute positively to the image of my organization. | |||
OCBE07 | I volunteer for projects, endeavors or events that address environmental concerns in my organization. | |||
OCBE08 | I spontaneously give my time to help my colleagues take the environment into account in their actions at work. | |||
OCBE09 | I encourage my colleagues to adopt environmentally conscious behavior. | |||
OCBE10 | I encourage my colleagues to express their ideas and opinions on environmental concerns. |
References
- Carter, P.D. Implications for Biodiversity of Potentially Committed Global Climate Change (from Science and Policy). In Handbook of Climate Change and Biodiversity; Springer: Cham, Germany, 2019. [Google Scholar]
- Chong, A.M.; Chi, I. Social Work and Sustainability in Asia: Facing the Challenges of Global Environmental Changes; Chong, A.M., Chi, I., Eds.; Routledge: Thames, UK, 2019. [Google Scholar]
- Bansal, P.; Song, H.C. Similar but not the same: Differentiating corporate sustainability from corporate responsibility. Acad. Manag. Ann. 2017, 11, 105–149. [Google Scholar] [CrossRef]
- Starik, M.; Marcus, A.A. Introduction to the special research forum on the management of organizations in the natural environment: A field emerging from multiple paths, with many challenges ahead. Acad. Manag. J. 2000, 43, 539–547. [Google Scholar]
- Starik, M.; Rands, G.; Marcus, A.A.; Clark, T.S. From the guest editors: In search of sustainability in management education. Acad. Manag. Learn. Educ. 2010, 9, 377–383. [Google Scholar]
- Imperatives, S. Report of the World Commission on Environment and Development: Our Common Future. Available online: http://www.ask-force.org/web/Sustainability/Brundtland-Our-Common-Future-1987-2008.pdf (accessed on 10 February 1987).
- He, Z.; Xu, S.; Shen, W.; Wang, M.; Li, C. Exploring external and internal pressures on the environmental behavior of paper enterprises in China: A qualitative study. Bus. Strategy Environ. 2019, 1–19. [Google Scholar] [CrossRef]
- Knight, H.; Megicks, P.; Agarwal, S.; Leenders, M.A.A.M. Firm resources and the development of environmental sustainability among small and medium-sized enterprises: Evidence from the Australian wine industry. Bus. Strategy Environ. 2019, 28, 25–39. [Google Scholar] [CrossRef]
- Chen, Y.S.; Chang, C.H. The determinants of green product development performance: Green dynamic capabilities, green transformational leadership, and green creativity. J. Bus. Ethics 2013, 116, 107–119. [Google Scholar] [CrossRef]
- Eastwood, A.; Fischer, A.; Byg, A. The challenges of participatory and systemic environmental management: From aspiration to implementation. J. Environ. Plan. Manag. 2017, 60, 1683–1701. [Google Scholar] [CrossRef]
- Hertin, J.; Berkhout, F.; Wagner, M.; Tyteca, D. Are EMS environmentally effective? The link between environmental management systems and environmental performance in European companies. J. Environ. Plan. Manag. 2008, 51, 259–283. [Google Scholar] [CrossRef]
- Ashton, W.; Russell, S.; Futch, E. The adoption of green business practices among small US Midwestern manufacturing enterprises. J. Environ. Plan. Manag. 2017, 60, 2133–2149. [Google Scholar] [CrossRef]
- Hamdouch, A.; Depret, M.H. Policy integration strategy and the development of the ‘green economy’: Foundations and implementation patterns. J. Environ. Plan. Manag. 2010, 53, 473–490. [Google Scholar] [CrossRef]
- Starik, M.; Throop, G.M.; Doody, J.R.; Joyce, M.E. Growing an environmental strategy. Bus. Strategy Environ. 1996, 5, 12–21. [Google Scholar] [CrossRef]
- Joshi, Y.; Rahman, Z. Consumers’ sustainable purchase behaviour: Modeling the impact of psychological factors. Ecol. Econ. 2019, 159, 235–243. [Google Scholar] [CrossRef]
- Hao, Y.; Liu, H.; Chen, H.; Sha, Y.; Ji, H.; Fan, J. What affect consumers’ willingness to pay for green packaging? Evidence from China. Resour. Conserv. Recycl. 2019, 141, 21–29. [Google Scholar] [CrossRef]
- Huang, C.H.; Lings, I.; Beatson, A.; Chou, C.Y. Promoting consumer environmental friendly purchase behaviour: A synthesized model from three short-term longitudinal studies in Australia. J. Environ. Plan. Manag. 2018, 61, 2067–2093. [Google Scholar] [CrossRef]
- Peattie, K. Green Marketing; Pitman Publishing: London, UK, 1992; pp. 64–78. [Google Scholar]
- Kuei, C.H.; Chow, W.S.; Madu, C.N.; Wu, J.P. Identifying critical enablers to high performance environmental management: An empirical study of Chinese firms. J. Environ. Plan. Manag. 2013, 56, 1152–1179. [Google Scholar] [CrossRef]
- Pearson, A.E. Six basics for general managers. Harv. Bus. Rev. 1989, 67, 94–101. [Google Scholar]
- Collins, J.C.; Porras, J.I. Building your company’s vision. Harv. Bus. Rev. 1996, 74, 65–77. [Google Scholar]
- Nanus, B. Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization; Jossey-Bass: San Francisco, CA, USA, 1992. [Google Scholar]
- Boyatzis, R.E.; Rochford, K.; Taylor, S.N. The role of the positive emotional attractor in vision and shared vision: Toward effective leadership, relationships, and engagement. Front. Psychol. 2015, 6, 670. [Google Scholar] [CrossRef]
- Chen, C.H. Effects of shared vision and integrations on entrepreneurial performance: Empirical analyses of 246 new Chinese ventures. Chin. Manag. Stud. 2015, 9, 150–175. [Google Scholar]
- Felin, T.; Foss, N.J.; Ployhart, R.E. The microfoundations movement in strategy and organization theory. Acad. Manag. Ann. 2015, 9, 575–632. [Google Scholar] [CrossRef]
- Kim, W.; Park, J. Examining structural relationships between work engagement, organizational procedural justice, knowledge sharing, and innovative work behavior for sustainable organizations. Sustainability 2017, 9, 205. [Google Scholar] [CrossRef] [Green Version]
- Kim, W.; Khan, G.; Wood, J.; Mahmood, M. Employee engagement for sustainable organizations: Keyword analysis using social network analysis and burst detection approach. Sustainability 2016, 8, 631. [Google Scholar] [CrossRef] [Green Version]
- Ulus, M.; Hatipoglu, B. Human aspect as a critical factor for organization sustainability in the tourism industry. Sustainability 2016, 8, 232. [Google Scholar] [CrossRef] [Green Version]
- Graves, L.M.; Sarkis, J.; Zhu, Q. How transformational leadership and employee motivation combine to predict employee proenvironmental behaviors in China. J. Environ. Psychol. 2013, 35, 81–91. [Google Scholar] [CrossRef]
- Lülfs, R.; Hahn, R. Corporate greening beyond formal programs, initiatives, and systems: A conceptual model for voluntary pro-environmental behavior of employees. Eur. Manag. Rev. 2013, 10, 83–98. [Google Scholar] [CrossRef]
- Boiral, O. Greening the corporation through organizational citizenship behaviors. J. Bus. Ethics 2009, 87, 221–236. [Google Scholar] [CrossRef]
- Daily, B.F.; Bishop, J.W.; Govindarajulu, N. A conceptual model for organizational citizenship behavior directed toward the environment. Bus. Soc. 2009, 48, 243–256. [Google Scholar] [CrossRef]
- Priyankara, H.; Luo, F.; Saeed, A.; Nubuor, S.; Jayasuriya, M. How does leader’s support for environment promote organizational citizenship behaviour for environment? A multi-theory perspective. Sustainability 2018, 10, 271. [Google Scholar] [CrossRef] [Green Version]
- Boiral, O.; Paillé, P. Organizational citizenship behaviour for the environment: Measurement and validation. J. Bus. Ethics 2012, 109, 431–445. [Google Scholar] [CrossRef]
- Boiral, O.; Talbot, D.; Paillé, P. Leading by example: A model of organizational citizenship behavior for the environment. Bus. Strategy Environ. 2015, 24, 532–550. [Google Scholar] [CrossRef]
- Paillé, P.; Chen, Y.; Boiral, O.; Jin, J. The impact of human resource management on environmental performance: An employee-level study. J. Bus. Ethics 2014, 121, 451–466. [Google Scholar] [CrossRef]
- Ramus, C.A.; Killmer, A.B. Corporate greening through prosocial extrarole behaviours—A conceptual framework for employee motivation. Bus. Strategy Environ. 2007, 16, 554–570. [Google Scholar] [CrossRef]
- Alt, E.; Spitzeck, H. Improving environmental performance through unit-level organizational citizenship behaviors for the environment: A capability perspective. J. Environ. Manag. 2016, 182, 48–58. [Google Scholar] [CrossRef] [PubMed]
- Ramus, C.A. Organizational support for employees: Encouraging creative ideas for environmental sustainability. Calif. Manag. Rev. 2001, 43, 85–105. [Google Scholar] [CrossRef]
- Voegtlin, C.; Patzer, M.; Scherer, A.G. Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. J. Bus. Ethics 2012, 105, 1–16. [Google Scholar] [CrossRef] [Green Version]
- Larwood, L.; Falbe, C.M.; Kriger, M.P.; Miesing, P. Structure and meaning of organizational vision. Acad. Manag. J. 1995, 38, 740–769. [Google Scholar]
- Tsai, W.; Ghoshal, S. Social capital and value creation: The role of intrafirm networks. Acad. Manag. J. 1998, 41, 464–476. [Google Scholar]
- Oswald, S.L.; Mossholder, K.W.; Harris, S.G. Vision salience and strategic involvement: Implications for psychological attachment to organization and job. Strateg. Manag. J. 1994, 15, 477–489. [Google Scholar] [CrossRef]
- Chen, Y.S.; Chang, C.H.; Yeh, S.L.; Cheng, H.I. Green shared vision and green creativity: The mediation roles of green mindfulness and green self-efficacy. Qual. Quant. 2015, 49, 1169–1184. [Google Scholar] [CrossRef]
- Chen, Y.S.; Chang, C.H.; Lin, Y.H. The determinants of green radical and incremental innovation performance: Green shared vision, green absorptive capacity, and green organizational ambidexterity. Sustainability 2014, 6, 7787–7806. [Google Scholar] [CrossRef] [Green Version]
- Chen, Y.S.; Chang, T.W.; Lin, C.Y.; Lai, P.Y.; Wang, K.H. The influence of proactive green innovation and reactive green innovation on green product development performance: The mediation role of green creativity. Sustainability 2016, 8, 966. [Google Scholar] [CrossRef] [Green Version]
- Afsar, B.; Maqsoom, A.; Shahjehan, A.; Afridi, S.A.; Nawaz, A.; Fazliani, H. Responsible leadership and employee’s proenvironmental behavior: The role of organizational commitment, green shared vision, and internal environmental locus of control. Corp. Soc. Responsib. Environ. Manag. 2020, 27, 297–312. [Google Scholar] [CrossRef]
- Chen, Y.S.; Lin, S.H.; Lin, C.Y.; Hung, S.T.; Chang, C.W.; Huang, C.W. Improving green product development performance from green vision and organizational culture perspectives. Corp. Soc. Responsib. Environ. Manag. 2020, 27, 222–231. [Google Scholar] [CrossRef]
- Chang, T.W.; Chen, F.F.; Luan, H.D.; Chen, Y.S. Effect of green organizational identity, green shared vision, and organizational citizenship behavior for the environment on green product development performance. Sustainability 2019, 11, 617. [Google Scholar] [CrossRef] [Green Version]
- Jagers, S.C.; Harring, N.; Matti, S. Environmental management from left to right–on ideology, policy-specific beliefs and pro-environmental policy support. J. Environ. Plan. Manag. 2018, 61, 86–104. [Google Scholar] [CrossRef]
- Chen, Y.S. Green organizational identity: Sources and consequence. Manag. Decis. 2011, 49, 384–404. [Google Scholar] [CrossRef] [Green Version]
- Geraie, M.S.; Rad, F.M. Mediator role of the organizational identity green in relationship between total quality management and perceived innovation with sustainable competitive advantage. Int. J. Biol. Pharm. Allied Sci. 2015, 4, 266–276. [Google Scholar]
- Besharov, M.L. The relational ecology of identification: How organizational identification emerges when individuals hold divergent values. Acad. Manag. J. 2014, 57, 1485–1512. [Google Scholar] [CrossRef]
- Gioia, D.A.; Price, K.N.; Hamilton, A.L.; Thomas, J.B. Forging an identity: An insider-outsider study of processes involved in the formation of organizational identity. Adm. Sci. Q. 2010, 55, 1–46. [Google Scholar] [CrossRef]
- Ghosh, S.K. Linking perceived organizational support to organizational identification: Role of organization based self-esteem. Contemp. Manag. Res. 2016, 12, 225–244. [Google Scholar] [CrossRef]
- Mozes, M.; Josman, Z.; Yaniv, E. Corporate social responsibility organizational identification and motivation. Soc. Responsib. J. 2011, 7, 310–325. [Google Scholar] [CrossRef] [Green Version]
- Rad, A.S.; Sabzikaran, E.; Abadi, M.L.J. A study on the interplay between psychological empowerment, organizational identification, and organization-based self-esteem: A case study of ministry of education employees. Asian J. Manag. Sci. Educ. 2016, 5, 36–48. [Google Scholar]
- Ismail, M.; Bebenroth, R. Organizational justice and organizational identification of millennials in mergers and acquisitions: A conceptual framework. Eur. J. Soc. Sci. 2016, 51, 397–409. [Google Scholar]
- Colakoglu, S. Shared vision in MNE subsidiaries: The role of formal, personal, and social control in its development and its impact on subsidiary learning. Thunderbird Int. Bus. Rev. 2012, 54, 639–652. [Google Scholar] [CrossRef]
- Nahapiet, J.; Ghoshal, S. Social capital, intellectual capital, and the organizational advantage. Acad. Manag. Rev. 1998, 23, 242–266. [Google Scholar] [CrossRef]
- Senbel, M. Leadership in sustainability planning: Propagating visions through empathic communication. J. Environ. Plan. Manag. 2015, 58, 464–481. [Google Scholar] [CrossRef]
- Sharma, S. Managerial interpretations and organizational context as predictors of corporate choice of environmental strategy. Acad. Manag. J. 2000, 43, 681–697. [Google Scholar]
- Hart, S.L. A natural-resource-based view of the firm. Acad. Manag. Rev. 1995, 20, 986–1014. [Google Scholar] [CrossRef] [Green Version]
- Vroom, V.H. Work and Motivation; Wiley: New York, NY, USA, 1964. [Google Scholar]
- Kominis, G.; Emmanuel, C.R. The expectancy–valence theory revisited: Developing an extended model of managerial motivation. Manag. Account. Res. 2007, 18, 49–75. [Google Scholar] [CrossRef]
- Wigfield, A.; Eccles, J.S. Expectancy–value theory of achievement motivation. Contemp. Educ. Psychol. 2000, 25, 68–81. [Google Scholar] [CrossRef]
- Feather, N.T. Expectancy-value theory and unemployment effects. J. Occup. Organ. Psychol. 1992, 65, 315–330. [Google Scholar] [CrossRef]
- Arnold, H.J. A test of the validity of the multiplicative hypothesis of expectancy-valence theories of work motivation. Acad. Manag. J. 1981, 24, 128–141. [Google Scholar]
- Eccles, J.S.; Adler, T.F.; Futterman, R.; Goff, S.B.; Kaczala, C.M.; Meece, J.L.; Midgley, C. Expectancies, Values, and Academic Behaviors; Spence, J.T., Ed.; Achievement and Achievement Motivation; W. H. Freeman: San Francisco, CA, USA, 1983. [Google Scholar]
- Anderson, L.M.; Bateman, T.S. Individual environmental initiative: Championing natural environmental issues in US business organizations. Acad. Manag. J. 2000, 43, 548–570. [Google Scholar]
- Hanna, M.D.; Rocky Newman, W.; Johnson, P. Linking operational and environmental improvement through employee involvement. Int. J. Oper. Prod. Manag. 2000, 20, 148–165. [Google Scholar] [CrossRef]
- Walley, L.; Stubbs, M. Termites and champions: Case comparisons by metaphor. Greener Manag. Int. 2000, 29, 41–54. [Google Scholar] [CrossRef]
- Schild, R. Fostering environmental citizenship: The motivations and outcomes of civic recreation. J. Environ. Plan. Manag. 2018, 61, 924–949. [Google Scholar] [CrossRef]
- Paillé, P.; Boiral, O.; Chen, Y. Linking environmental management practices and organizational citizenship behaviour for the environment: A social exchange perspective. Int. J. Hum. Resour. Manag. 2013, 24, 3552–3575. [Google Scholar] [CrossRef]
- Piccolo, R.F.; Colquitt, J.A. Transformational leadership and job behaviors: The mediating role of core job characteristics. Acad. Manag. J. 2006, 49, 327–340. [Google Scholar] [CrossRef] [Green Version]
- Belk, R.W. Possessions and the extended self. J. Consum. Res. 1988, 15, 139–168. [Google Scholar] [CrossRef] [Green Version]
- Dittmar, H. The Social Psychology of Material Possessions: To Have Is to Be; St. Martin’s Press: New York, NY, USA, 1992. [Google Scholar]
- Furby, L. Possessions: Toward a theory of their meaning and function throughout the life cycle. Life Span Dev. Behav. 1978, 1, 297–336. [Google Scholar]
- Furby, L. Possession in humans: An exploratory study of its meaning and motivation. Soc. Behav. Personal. Int. J. 1978, 6, 49–65. [Google Scholar] [CrossRef]
- Isaacs, S. Social development in young children. Br. J. Educ. Psychol. 1933, 3, 291–294. [Google Scholar] [CrossRef]
- Kline, L.W.; France, C.J. The psychology of ownership. Pedagog. Semin. 1899, 6, 421–470. [Google Scholar] [CrossRef]
- Chiu, W.C.; Harry Hui, C.; Lai, G.W. Psychological ownership and organizational optimism amid China’s corporate transformation: Effects of an employee ownership scheme and a management-dominated board. Int. J. Hum. Resour. Manag. 2007, 18, 303–320. [Google Scholar] [CrossRef]
- Jussila, I.; Tarkiainen, A.; Sarstedt, M.; Hair, J.F. Individual psychological ownership: Concepts, evidence, and implications for research in marketing. J. Mark. Theory Pract. 2015, 23, 121–139. [Google Scholar]
- Pierce, J.L.; Kostova, T.; Dirks, K.T. Toward a theory of psychological ownership in organizations. Acad. Manag. Rev. 2001, 26, 298–310. [Google Scholar] [CrossRef] [Green Version]
- Pierce, J.L.; Rubenfeld, S.A.; Morgan, S. Employee ownership: A conceptual model of process and effects. Acad. Manag. Rev. 1991, 16, 121–144. [Google Scholar] [CrossRef]
- Van Dyne, L.; Pierce, J.L. Psychological ownership and feelings of possession: Three field studies predicting employee attitudes and organizational citizenship behavior. J. Organ. Behav. 2004, 25, 439–459. [Google Scholar] [CrossRef]
- Mustafa, M.; Ramos, H.M.; Man, T.W.Y. Linking psychological ownership to employee extra-role behaviours in small overseas Chinese family businesses: Does family status matter? J. Entrep. Emerg. Econ. 2015, 7, 129–147. [Google Scholar] [CrossRef]
- Pierce, J.L.; Kostova, T.; Dirks, K.T. The state of psychological ownership: Integrating and extending a century of research. Rev. Gen. Psychol. 2003, 7, 84–107. [Google Scholar] [CrossRef]
- Beggan, J.K. On the social nature of nonsocial perception: The mere ownership effect. J. Personal. Soc. Psychol. 1992, 62, 229–237. [Google Scholar] [CrossRef]
- Chang, T.W. A Multilevel Analysis of Organizational Identification on Organizational Performance and Employee Behavior. Ph.D. Thesis, Department of Business Administration, National Taipei Universit, New Taipei City, Taiwan, 2017. [Google Scholar]
- Baxter, W.L.; Aurisicchio, M.; Childs, P.R. A psychological ownership approach to designing object attachment. J. Eng. Des. 2015, 26, 140–156. [Google Scholar] [CrossRef] [Green Version]
- Zhang, J.Y.; Nie, M.; Yan, B.S.; Wang, X.D. Effect of network embeddedness on brand-related behavior intentions: Mediating effects of psychological ownership. Soc. Behav. Personal. An Int. J. 2014, 42, 721–730. [Google Scholar] [CrossRef]
- Lessard-Bonaventure, S.; Chebat, J.C. Psychological ownership, touch, and willingness to pay for an extended warranty. J. Mark. Theory Pract. 2015, 23, 224–234. [Google Scholar]
- Li, J.; Yuan, L.; Ning, L.; Li-Ying, J. Knowledge sharing and affective commitment: The mediating role of psychological owner-ship. J. Knowl. Manag. 2015, 19, 1146–1166. [Google Scholar] [CrossRef] [Green Version]
- Peng, H.; Pierce, J. Job-and organization-based psychological ownership: Relationship and outcomes. J. Manag. Psychol. 2015, 30, 151–168. [Google Scholar] [CrossRef]
- Qiu, M.; Hu, B.; Xu, Z.; Li, Y. Employees’ psychological ownership and self-efficacy as mediators between performance appraisal purpose and proactive behavior. Soc. Behav. Personal. 2015, 43, 1101–1109. [Google Scholar] [CrossRef]
- Mael, F.; Ashforth, B.E. Social identity theory and the organization. Acad. Manag. Rev. 1989, 14, 20–39. [Google Scholar]
- Mael, F.; Ashforth, B.E. Alumni and their alma mater: A partial test of the reformulated model of organizational identification. J. Organ. Behav. 1992, 13, 103–123. [Google Scholar] [CrossRef]
- Patchen, M. Participation, Achievement, and Involvement on the Job; Prentice Hall: Englewood Cliffs, NJ, USA, 1970. [Google Scholar]
- Knippenberg, D.V.; Vanschie, E.C. Foci and correlates of organizational identification. J. Occup. Organ. Psychol. 2000, 73, 137–147. [Google Scholar] [CrossRef]
- Porteous, J.D. Home: The territorial core. Geogr. Rev. 1976, 66, 383–390. [Google Scholar] [CrossRef]
- Karahanna, E.; Xu, S.X.; Zhang, N. Psychological owner-ship motivation and use of social media. J. Mark. Theory Pract. 2015, 23, 185–207. [Google Scholar]
- Lee, E.S.; Park, T.Y.; Koo, B. Identifying organizational identification as a basis for attitudes and behaviors: A meta-analytic review. Psychol. Bull. 2015, 141, 1049. [Google Scholar] [CrossRef] [PubMed]
- Feather, N.T.; Rauter, K.A. Organizational citizenship behaviours in relation to job status, job insecurity, organizational commitment and identification, job satisfaction and work values. J. Occup. Organ. Psychol. 2004, 77, 81–94. [Google Scholar] [CrossRef]
- Demir, K. The effect of organizational justice and perceived organizational support on organizational citizenship behaviors: The mediating role of organizational identification. Eurasian J. Educ. Res. 2015, 60, 131–148. [Google Scholar] [CrossRef] [Green Version]
- Newman, A.; Miao, Q.; Hofman, P.S.; Zhu, C.J. The impact of socially responsible human resource management on employees’ organizational citizenship behaviour: The mediating role of organizational identification. Int. J. Hum. Resour. Manag. 2016, 27, 440–455. [Google Scholar] [CrossRef]
- Kuncoro, W.; Wibowo, G. The increase of Organizational Citizenship Behaviour (OCB) through islamic work ethics, affective commitment, and organizational identity. Int. Bus. Res. 2019, 12, 181–190. [Google Scholar] [CrossRef] [Green Version]
- Danaeefard, H.; Boustani, H.R.; Khaefelahi, A.; Delkhah, J. Attraction–Selection–Attrition Theory in the Public Organization: The Effects of Personality Traits on Psychological Ownership with regard to the Mediating Role of Employees Emotional Intelligence. Iran. J. Manag. Stud. 2018, 11, 323–349. [Google Scholar]
- Nunnally, J.C.; Bernstein, I.H. Psychometric Theory; McGraw-Hill: New York, NY, USA, 1978. [Google Scholar]
- Hulland, J. Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strateg. Manag. J. 1999, 20, 195–204. [Google Scholar] [CrossRef]
- Bagozzi, R.P.; Yi, Y. On the evaluation of structural equation models. J. Acad. Mark. Sci. 1988, 16, 74–94. [Google Scholar] [CrossRef]
- Fornell, C.; Larcker, D.F. Structural equation models with unobservable variables and measurement error: Algebra and statistics. J. Mark. Res. 1981, 18, 382–388. [Google Scholar] [CrossRef]
- Baron, R.M.; Kenny, D.A. The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. J. Pers. Soc. Psychol. 1986, 51, 1173–1182. [Google Scholar] [CrossRef] [PubMed]
- Taylor, A.B.; MacKinnon, D.P.; Tein, J.Y. Tests of the three-path mediated effect. Organ. Res. Methods 2008, 11, 241–269. [Google Scholar] [CrossRef]
- Preacher, K.J.; Hayes, A.F. Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behav. Res. Methods 2008, 40, 879–891. [Google Scholar] [CrossRef]
- Chen, Y.S.; Lai, S.B.; Wen, C.T. The influence of green innovation performance on corporate advantage in Taiwan. J. Bus. Ethics 2006, 67, 331–339. [Google Scholar] [CrossRef]
- Kalafatis, S.P.; Pollard, M.; East, R.; Tsogas, M.H. Green Marketing and Ajzen’s Theory of Planned Behavior: A Cross-Market Examination. J. Consum. Mark. 1999, 16, 441–460. [Google Scholar] [CrossRef]
- Paco, A.D.; Raposo, M. Green Segmentation: An application to the Portuguese Consumer market. Mark. Intell. Plan. 2009, 27, 364–379. [Google Scholar] [CrossRef]
- Rashid, N.R.N.A. Awareness of eco-label in Malaysia’s green marketing initiative. Int. J. Bus. Manag. 2009, 4, 132–141. [Google Scholar] [CrossRef] [Green Version]
- Chen, Y.S. The drivers of green brand equity: Green brand image, green satisfaction, and green trust. J. Bus. Ethics 2010, 93, 307–319. [Google Scholar] [CrossRef]
- Ali, A.; Ahmad, I. Environmental friendly products: Factors that influence the green purchase intention of Pakistan consumers. Pak. J. Eng. Technol. Sci. 2012, 2, 84–117. [Google Scholar]
- Choi, M.; Kim, Y. Antecedents of green purchase behavior: An examination of collectivism, environmental concern, and PCE. Adv. Consum. Res. 2005, 32, 592–599. [Google Scholar]
- Stead, E.; McKinney, M.M.; Stead, J.G. Institutionalizing environmental performance in US industry: Is it happening and what if it does not? Bus. Strategy Environ. 1998, 7, 261–270. [Google Scholar] [CrossRef]
- Bernal-Conesa, J.A.; de Nieves Nieto, C.; Briones-Peñalver, A.J. CSR Strategy in Technology Companies: Its Influence on Performance, Competitiveness and Sustainability. Corp. Soc. Responsib. Environ. Manag. 2017, 24, 96–107. [Google Scholar] [CrossRef]
- Han, M.; Lin, H.; Wang, J.; Wang, Y.; Jiang, W. Turning corporate environmental ethics into firm performance: The role of green marketing programs. Bus. Strategy Environ. 2019, 1–10. [Google Scholar] [CrossRef]
- Temminck, E.; Mearns, K.; Fruhen, L. Motivating employees towards sustainable behaviour. Bus. Strategy Environ. 2015, 24, 402–412. [Google Scholar] [CrossRef]
- Song, W.; Ren, S.; Yu, J. Bridging the gap between corporate social responsibility and new green product success: The role of green organizational identity. Bus. Strategy Environ. 2019, 28, 88–97. [Google Scholar] [CrossRef] [Green Version]
- Spence, C. Social and environmental reporting and the corporate ego. Bus. Strategy Environ. 2009, 18, 254–265. [Google Scholar] [CrossRef]
- Roscoe, S.; Subramanian, N.; Jabbour, C.J.; Chong, T. Green human resource management and the enablers of green organisational culture: Enhancing a firm’s environmental performance for sustainable development. Bus. Strategy Environ. 2019, 28, 1–13. [Google Scholar] [CrossRef]
- Peck, J.; Shu, S.B. The effect of mere touch on perceived ownership. J. Consum. Res. 2009, 36, 434–447. [Google Scholar] [CrossRef]
Industry | Number of Samples | Percent of Sample (%) | Size of Firm | Number of Samples | Percent of Sample (%) |
---|---|---|---|---|---|
electronics | 60 | 12.93% | less than 100 people | 165 | 34.81% |
information services | 55 | 11.85% | |||
components manufacturing | 59 | 12.72% | |||
computer and peripheral products | 116 | 25% | 100–500 | 193 | 40.72% |
electronic products and components | 69 | 14.87% | |||
communication equipment manufacturing | 45 | 9.7% | |||
machinery and equipment manufacturing | 32 | 6.9% | 500–1000 | 98 | 20.68% |
software industries | 28 | 6.03% | more than 1000 people | 18 | 3.8% |
Total | 474 | 100% | Total | 474 | 100% |
Constructs | Mean | Standard Deviation | A | B | C | D |
---|---|---|---|---|---|---|
A. GSV | 4.794 | 1.031 | (0.83) | |||
B. GOI | 5.232 | 0.821 | 0.385 ** | (0.843) | ||
C. GPPO | 5.188 | 0.848 | 0.469 ** | 0.613 ** | (0.803) | |
D. OCBE | 4.581 | 1.019 | 0.629 ** | 0.547 ** | 0.624 ** | (0.855) |
Constructs | Number of Items | Number of Factors | Accumulation Percentage of Explained Variance |
---|---|---|---|
GSV | 4 | 1 | 76.46% |
GOI | 6 | 1 | 75.777% |
GPPO | 3 | 1 | 76.679% |
OCBE | 10 | 1 | 75.851% |
Constructs | Item Number | Factor Loading | Cronbach’s α | CR | AVE | |
---|---|---|---|---|---|---|
GSV | GSV01 | 0.748 | 0.897 | 0.898 | 0.689 | 0.83 |
GSV02 | 0.764 *** | |||||
GSV03 | 0.896 *** | |||||
GSV04 | 0.899 *** | |||||
GOI | GOI01 | 0.842 | 0.936 | 0.936 | 0.710 | 0.843 |
GOI02 | 0.880 *** | |||||
GOI03 | 0.810 *** | |||||
GOI04 | 0.839 *** | |||||
GOI05 | 0.858 *** | |||||
GOI06 | 0.826 *** | |||||
GPPO | GPPO1 | 0.808 | 0.847 | 0.845 | 0.645 | 0.803 |
GPPO2 | 0.788 *** | |||||
GPPO3 | 0.813 *** | |||||
OCBE | OCBE01 | 0.852 | 0.964 | 0.965 | 0.732 | 0.855 |
OCBE02 | 0.881 *** | |||||
OCBE03 | 0.857 *** | |||||
OCBE04 | 0.822 *** | |||||
OCBE05 | 0.841 *** | |||||
OCBE06 | 0.847 *** | |||||
OCBE07 | 0.875 *** | |||||
OCBE08 | 0.847 *** | |||||
OCBE09 | 0.828 *** | |||||
OCBE10 | 0.901 *** |
Result | Model 1 | Model 2 | Model 3 | |
---|---|---|---|---|
Model fit | Chi square/df | 2.384 | 3.201 | 3.447 |
GFI | 0.953 | 0.902 | 0.907 | |
RMSEA | 0.054 | 0.068 | 0.072 | |
NFI | 0.967 | 0.944 | 0.946 | |
CFI | 0.981 | 0.961 | 0.961 | |
Path Coefficient | GSV GOI 0.431 *** | GOI GPPO 0.688 *** | GSV GPPO 0.543 *** | |
GOI GPPO 0.557 *** | GPPO OCBE 0.554 *** | GPPO OCBE 0.448 *** | ||
GSV GPPO 0.302 *** | GOI OCBE 0.197 *** | GSV OCBE 0.441 *** |
Path | Point Estimation | Product of Coefficients | Bootstrapping | ||||
---|---|---|---|---|---|---|---|
Bias-Corrected 95% CI | Percentile 95% CI | ||||||
S.E. | Z | Lower | Upper | Lower | Upper | ||
Indirect Effects | |||||||
(1) GSV GOI GPPO | 0.224 | 0.045 | 4.978 *** | 0.146 | 0.325 | 0.144 | 0.321 |
(2) GOI GPPO OCBE | 0.336 | 0.067 | 5.015 *** | 0.221 | 0.481 | 0.213 | 0.475 |
(3) GSV GPPO OCBE | 0.159 | 0.047 | 3.383 *** | 0.088 | 0.274 | 0.084 | 0.267 |
(4) GSV GOI GPPO OCBE | 0.138 | 0.033 | 4.182 *** | 0.085 | 0.217 | 0.081 | 0.211 |
Total (1 + 2 + 3 + 4) | 0.857 | 0.133 | 6.436 *** | 0.620 | 1.146 | 0.616 | 1.143 |
Contrasts | |||||||
(1)−(2) | −0.112 | 0.079 | −1.418 | −0.28 | 0.033 | −0.271 | 0.038 |
(2)−(3) | 0.177 | 0.069 | 2.565 * | 0.055 | 0.327 | 0.045 | 0.313 |
(3)−(1) | −0.065 | 0.067 | −0.942 | −0.199 | 0.065 | −0.196 | 0.068 |
Hypothesis | Path Coefficient | Z Value | Results |
---|---|---|---|
H1 | 0.437 *** | H1 is supported | |
H2 | 0.43 *** | H2 is supported | |
H3 | 0.43 *** | H3 is supported | |
H4 | 0.29 *** | H4 is supported | |
H6 | 0.577 *** | H6 is supported | |
mediates the relations | |||
H5 | GSV GOI GPPO | 4.978 ### | H5 is supported |
H7 | GOI GPPO OCBE | 5.015 ### | H7 is supported |
H8 | GSV GPPO OCBE | 3.383 ### | H8 is supported |
Study found | GSV GOI->GPPO OCBE | 4.182 ### | Distal indirect effect |
© 2020 by the author. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
Share and Cite
Chang, T.-W. Corporate Sustainable Development Strategy: Effect of Green Shared Vision on Organization Members’ Behavior. Int. J. Environ. Res. Public Health 2020, 17, 2446. https://doi.org/10.3390/ijerph17072446
Chang T-W. Corporate Sustainable Development Strategy: Effect of Green Shared Vision on Organization Members’ Behavior. International Journal of Environmental Research and Public Health. 2020; 17(7):2446. https://doi.org/10.3390/ijerph17072446
Chicago/Turabian StyleChang, Tai-Wei. 2020. "Corporate Sustainable Development Strategy: Effect of Green Shared Vision on Organization Members’ Behavior" International Journal of Environmental Research and Public Health 17, no. 7: 2446. https://doi.org/10.3390/ijerph17072446