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.
Bibliographical noteFunding 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.
© The Author(s) 2022.
- commitment- and transaction-based HRM
- organizational identity
- social responsibility
ASJC Scopus subject areas
- Applied Psychology