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When Green Behavior Meets Its Limits: A Competitive Mediation Model of Employee Green Behavior and Organizational Identity in Public Organizations
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DOI：10.1002/bse.71424.png)
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Abstract
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This study examines the interplay between green employee behavior (GEB), climate change proactive perception (CCPP), and green organizational identity (GOI) in Italian public organizations. Challenging the dominant perception-first paradigm, we propose and test a model consistent with behavioral engagement preceding and being associated with climate change perception, rather than merely reflecting it. Drawing on CDT and the person–organization fit, we develop a mediation model tested on 238 public sector employees using PLS-SEM. Results confirm that GEB positively influences both CCPP and GOI. CCPP exerts a negative and significant effect on GOI, revealing that heightened environmental awareness attenuates rather than reinforces organizational identification. The indirect effect is negative and significant, establishing a competitive partial mediation structure. Findings suggest an ambivalent, competitive mechanism whereby GEB simultaneously reinforces and, through CCPP, partially attenuates organizational identification: As behavioral engagement deepens, it progressively raises the environmental standards against which the organization is evaluated, with critical implications for public organizations.
Keywords:
climate change perception
green employee behavior
green organizational identity
PLS-SEM
public organizations
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