Developing organisational citizenship behaviour for the environment: the contingency role of environmental management practices

Abstract

Purpose

Drawing on the “substitute for leadership” theory, this study investigates the mediating role of employee attitude between supervisory support and employee’s organisational citizenship behaviour for the environment. It also explicates the role of environmental management practices, as substitute for supervisory support in this relationship.

Design/methodology/approach

Time-lagged data (n = 235) were collected from middle- and upper-level management employees working in manufacturing and service sector organisations in Pakistan. Hypotheses were tested using structural equation modelling and regression analysis.

Findings

The findings reveal that supervisory support enhances employee attitudes towards pro-environmental behaviour, which in turn increases employees’ tendency to involve in organisational citizenship behaviour for the environment. However, the formal environmental management practices of the organisation serve as a substitute for the supervisory support because, if such formal practices are followed, the role of supervisory support becomes less significant.

Originality/value

This study is the maiden attempt to apply the “substitute for leadership” theory to the study of organisation citizenship behaviour for the environment. Moreover, it adds to the largely overlooked dimension of the research area concerning the inter-relationships between employees’, supervisory and organisational level antecedents of organisational citizenship behaviour for the environment.

Citation

Aslam, H., Azeem, M.U., Bajwa, S.U., Ramish, A. and Saeed, A. (2021), "Developing organisational citizenship behaviour for the environment: the contingency role of environmental management practices", Management Decision, Vol. 59 No. 12, pp. 2932-2951. https://doi.org/10.1108/MD-05-2020-0549