Engagement in Sustainability Behaviors in Normative Social and Utilitarian Economic-Driven Organizations

Abraham Carmeli; Ari Dothan; Dev Kumar Boojihawon

doi:10.1177/00218863221090308

Engagement in Sustainability Behaviors in Normative Social and Utilitarian Economic-Driven Organizations

Abraham Carmeli^*, Ari Dothan, Dev Kumar Boojihawon

^*Corresponding author for this work

Coller School of Management

Research output: Contribution to journal › Article › peer-review

3 Scopus citations

Abstract

We delineate a dual-pathway process that links two different types of organizational identity to members’ engagement in sustainability-related behaviors. Specifically, we explain how organizations with a normative social identity and those with a utilitarian economic identity foster such engagement by specifying two distinct human resource management (HRM) practices (commitment- and transaction-based) and demonstrating the different mechanisms whereby this process unfolds. This endeavor informs the community of scholarship and practice on sustainability by opening up new avenues for research and offering implications for policy and practice regarding the ways by which sustainability behaviors of members (employees and managers) in organizations with seemingly opposing identities can be promoted.

Original language	English
Pages (from-to)	155-176
Number of pages	22
Journal	The Journal of Applied Behavioral Science
Volume	59
Issue number	1
DOIs	https://doi.org/10.1177/00218863221090308
State	Published - Mar 2023

Funding

Funders	Funder number
Henry Crown Institute of Business Research in Israel
Jeremy Coller Foundation

Keywords

commitment- and transaction-based HRM
inclusiveness
organizational identity
social responsibility
sustainability

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10.1177/00218863221090308

Cite this

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abstract = "We delineate a dual-pathway process that links two different types of organizational identity to members{\textquoteright} engagement in sustainability-related behaviors. Specifically, we explain how organizations with a normative social identity and those with a utilitarian economic identity foster such engagement by specifying two distinct human resource management (HRM) practices (commitment- and transaction-based) and demonstrating the different mechanisms whereby this process unfolds. This endeavor informs the community of scholarship and practice on sustainability by opening up new avenues for research and offering implications for policy and practice regarding the ways by which sustainability behaviors of members (employees and managers) in organizations with seemingly opposing identities can be promoted.",

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Engagement in Sustainability Behaviors in Normative Social and Utilitarian Economic-Driven Organizations

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