Engagement in sustainability behaviors in normative social and utilitarian economic-driven organizations

Abraham Carmeli*, Ari Dothan, Dev Kumar Boojihawon

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


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 languageEnglish
JournalJournal of Applied Behavioral Science
Early online date29 Mar 2022
Publication statusE-pub ahead of print - 29 Mar 2022

Bibliographical note

Funding Information:
We would like to thank David Waldman for his helpful comments as well as feedbacks from participants of the 2018 SEE conference in Madrid on earlier versions of this paper. We also acknowledge Gerda Kesler for her editorial comments and the editors of this journal for their comments. The first author acknowledges financial support from the Jeremy Coller Foundation and the The Henry Crown Institute of Business Research in Israel. All remaining errors are our own.

Publisher Copyright:
© The Author(s) 2022.


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

ASJC Scopus subject areas

  • Applied Psychology


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