This article extends the literature of organizational citizenship behavior in the context of environmental efforts. The authors provide support for the development of the construct, organizational citizenship behavior directed toward the environment (OCBE). They define OCBE as environmental efforts that are discretionary acts, within the organizational setting, not rewarded or required from the organization. This study also identifies key determinants of OCBE, including environmental concern, organizational commitment, perceived supervisory support for environmental efforts, and perceived corporate social performance. Directions for further research and implications for managers are provided.

Purpose -The purpose of this study to propose a model that links the following human resource (HR) factors: employee environmental empowerment, employee environmental training, employee environmental teamwork, managerial environmental empowerment and managerial environmental training, to environmental performance as perceived by managers. Design/methodology/approach -A survey was administered to 220 manufacturing organizations in Mexico. The survey instrument was self-report format with attitudinal variables. Items were adopted from previously published scales. A hypothesized model of the variable relationships with structural equation modelling analysis was tested. Findings -The results suggest that managers perceive that both environmental training and environmental empowerment are important to themselves and employees. In this study, overall environmental training had a stronger relationship with the dependent variables than environmental empowerment. In the case of the employee level, the effects were mediated through environmental teamwork.Originality/value -This study contributes to both theory and praxis. First, it extends the literature related to environmental management and HR management. Second, it examines managerial perceptions of the HR role within the firm for both manager/supervisors and hourly/direct workers. Third, the study is one of the first to investigate the relationships between HR factors and environmental issues in Mexican manufacturing firms. Finally, the study has important implications for practitioners in the manufacturing sector.

This field study investigated whether perceived team support and team commitment relate to employee outcomes differently than perceived organizational support and organizational commitment. A LISREL analysis was conducted on data from 380 manufacturing plant employees and 9 supervisors. Job performance was related to team commitment; intention to quit was related to organizational commitment; and organizational citizenship behavior was related to both team and organizational commitment. Commitment mediated the relationships between support and the outcome variables.

A model hypothesizing differential relationships among predictor variables and individual commitment to the organization and work team was tested. Data from 485 members of sewing teams supported the existence of differential relationships between predictors and organizational and team commitment. In particular, intersender conflict and satisfaction with coworkers were more strongly related to team commitment than to organizational commitment. Resource-related conflict and satisfaction with supervision were more strongly related to organizational commitment than to team commitment. Perceived task interdependence was strongly related to both commitment foci. Contrary to prediction, the relationships between perceived task interdependence and the 2 commitment foci were not significantly different. Relationships with antecedent variables help explain how differential levels of commitment to the 2 foci may be formed. Indirect effects of exogenous variables are reported.

Little management theory or empirical results exist to guide managers in maximizing employee efforts to successfully implement Environmental Management Systems (EMS

No abstract

Through the development and extension of theories and scholars' subsequent empirical analyses of significant, theoretically grounded research questions, the knowledge about corporate entrepreneurship (CE) and its successful use continues to advance. Moreover, the literature suggests important relationships between the corporate environment, managers' entrepreneurial behavior and successful implementation of corporate entrepreneurship actions. In an attempt to test some of those relationships, we describe an empirical study of 523 managers that examines the relationships among the antecedents to managers' entrepreneurial behavior, a decision to implement entrepreneurial actions, and resulting job satisfaction and reinforcement practices.Through the development and extension of theories and scholars' subsequent empirical analyses of significant, theoretically grounded research questions, knowledge about corporate entrepreneurship and its successful use continues to expand. However, despite the espoused and observed positive effects of CE, issues remain if we are to fully understand this construct's promise (Hornsby, Kuratko and Zahra, 2002;Zahra, 1991; Zahra, Nielsen and Bogner, 1999). Moreover, outcome factors that influence an organization's willingness to continue implementing a CE strategy as well as managers' willingness to continue engaging in entrepreneurial behavior have not been integrated to enhance our understanding of CE practices. Also, a fundamental ambiguity exists in the literature concerning what it means, in a theoretical sense, to have CE as a firm's strategy (Meyer and Heppard, 2000). As such, while there is a broadly held belief in the need for and inherent value of entrepreneurial action on the part of established organizations Morris and Kuratko, 2002), much remains to be revealed about how CE strategy is enacted in organizational settings. In our present study, we review the existing literature and present an empirical study of * Corresponding author. Donald F. Kuratko,

In a U.S. invested enterprise in China, the receptivity of Chinese employees to a participative work environment was examined. Structural equation analysis indicated support for a model in which job satisfaction mediates the relationships between elements of a participative work environment (i.e., tasks performed, the relationships individuals had with their work groups, and the nature of the decision making processes) and employee willingness to cooperate with co‐workers and intention to quit. Task interdependence also had a direct relationship with willingness to cooperate.