Effect of green organizational culture on employee green organizational commitment: a moderated—mediated model of employee green self-efficacy and organizational identity

Abstract

Abstract Organizational leaders are driven towards green policies by environmental concerns, which have brought environmental benefits and fulfilled social responsibilities. The research examines the effect of an organization's green culture on employee green organizational commitment (EGOCm), with employee green organizational identity (EGOI) acting as a mediator and environmental self-efficacy (ESE) as a moderator. This research collected 290 data from June 2024 to August 2024 from randomly selected industrial companies’ employees in Jiangsu provinces, China, rated as the country's most highly polluted province. An analysis was performed using SmrtPLS software. Findings include a significant impact of a firm sustainable culture on EGOCm and EGOI. Additionally, the relationship between green culture and EGOCm is mediated by EGOI. Moreover, employee ESE moderates the effect of an organization’s sustainable culture on EGOI. All these three variables (e.g., green culture, EGOI, ESE) explained 46.9% variance in EGOCm. This study suggests that organizations must develop policies that incorporate green culture, green identity, and ESE to improve the commitment level of employees.

Keywords

• Green organizational culture
• Employee green organizational identity
• Employee environmental self-efficacy
• Employee green organizational commitment