Exploring the impact of organizational sustainable policies on employee pro-environmental behaviors: A normative conduct, leader-member exchange theory, and ability, motivation, and opportunity theory
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2025
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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Angkana Kreeratiratanalak (2025). Exploring the impact of organizational sustainable policies on employee pro-environmental behaviors: A normative conduct, leader-member exchange theory, and ability, motivation, and opportunity theory. Retrieved from: https://repository.nida.ac.th/handle/123456789/7224.
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Exploring the impact of organizational sustainable policies on employee pro-environmental behaviors: A normative conduct, leader-member exchange theory, and ability, motivation, and opportunity theory
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Abstract
As global industrial activity expands, organizations face increasing pressure to integrate sustainability into their strategic and operational frameworks. While formal sustainability policies have been widely implemented, their effectiveness depends on the degree to which employees translate these commitments into pro-environmental behaviors (PEBs) in the workplace. This dissertation explores the impact of organizational sustainability policies on employee PEBs by integrating three theoretical perspectives: the Focus Theory of Normative Conduct (FTNC), Leader–Member Exchange (LMX) theory, and the Ability–Motivation–Opportunity (AMO) framework. The study further examines the sequential mediating roles of green shared value (GSV) and green work climate (GWC), and the moderating role of individual green values (IGV), while incorporating cross-cultural and cross-organizational comparisons.
A mixed-methods design was employed to ensure comprehensive understanding. Quantitatively, survey data were collected from 685 employees—Thai listed (n = 377), Thai private (n = 212), and a German private company (n = 96)—across five organizations (two Thai listed, two Thai private, one German). Multi-group structural equation modeling (MGSEM) was applied to test the hypothesized direct, indirect, and moderated relationships. Qualitatively, interviews with HR managers and senior executives provided contextual insights into policy implementation, leadership practices, and cultural interpretations of sustainability initiatives.
The findings offer several key insights. First, FTNC-based pathways received the strongest support, particularly in the Thai context. Perceived sustainability policy (PSP) significantly predicted PEBs in the overall sample and in Thai companies, with especially strong effects in listed firms where sustainability initiatives were institutionalized through key performance indicators and formal reporting systems. The sequential mediation pathway PSP → GSV → GWC → PEBs was significant in Thai organizations, confirming that sustainability policies shape employee behaviors most effectively when embedded in shared values and a supportive work climate. In contrast, this pathway was non-significant in the German sample, reflecting cultural differences rooted in stronger individualism and greater autonomy.
Second, LMX-based pathways demonstrated more conditional support. In Thai listed firms, perceived leadership support (PLS) influenced PEBs indirectly through GWC, reinforcing the role of leaders in cultivating green climates rather than directly dictating behaviors. However, in the German company, PLS negatively predicted GWC, suggesting that directive leadership may be perceived as intrusive or misaligned in autonomy-oriented contexts.
Third, AMO-based pathways revealed complex dynamics. Direct effects of green HRM (GHRM) on PEBs were weak or negative in Thai organizations, indicating risks of symbolic or misaligned practices. However, when mediated through GSV and GWC, GHRM positively influenced PEBs across Thai groups, underscoring the critical role of normative alignment in transforming HR systems into meaningful behavioral outcomes. In the German case, neither direct nor mediated GHRM effects were significant, suggesting that intrinsic values and professional standards may outweigh formal HR practices.
Fourth, IGV showed strong but varied moderating effects. In Thai listed firms, IGV weakened the PSP–PEB link, reflecting a substitution effect where strong organizational systems reduced reliance on individual values. Conversely, in Thai private companies, IGV amplified the effects of PSP and GHRM, indicating that employee values compensated for weaker formal mechanisms. In the German company, IGV negatively moderated the PLS–PEB path, highlighting sensitivity to perceived value incongruence or symbolic leadership.
The integration of quantitative and qualitative findings reinforces these results. Interviews revealed that listed companies often pursued sustainability for compliance and reputation, while private firms relied on value-driven leadership and employee engagement. Leaders acted as meaning-makers rather than policy enforcers, shaping sustainability through narrative and example. HR managers highlighted challenges of aligning policy with motivation, emphasizing the need for authentic value integration.
Practically, the findings provide actionable guidance for managers. Structured sustainability policies and KPIs are effective in formalized contexts, but less so in autonomy-oriented cultures where authenticity and value alignment matter more. Building a green shared vision and supportive work climate is essential for translating policies into meaningful behaviors. Leadership should prioritize narrative and symbolic alignment over top-down directives, particularly in culturally diverse organizations. HRM systems should be embedded into broader value-based initiatives, avoiding superficial compliance. Finally, interventions must be tailored to employee values and cultural norms, with localized adaptation of global sustainability strategies.
In conclusion, this dissertation demonstrates that sustainability policies can only achieve their intended impact when translated into employee values and daily practices. Formal systems are necessary but insufficient; authentic leadership, shared purpose, organizational climate, and personal green values are decisive in shaping sustainable behaviors at work. By bridging theoretical integration with empirical cross-cultural evidence, this study provides new insights for both scholarship and practice, offering pathways for organizations to foster enduring employee commitment to sustainability in a rapidly changing global environment.
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Thesis (Ph.D. (Management))--National Institute of Development Administration, 2025