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Starting from institutional theory, this study aims to explore the effects of coercive, normative and mimetic pressures on businesses climate change mitigation and adaptation strategies. In order to test these hypotheses, the study relies on an econometric model by using data from 487 Italian manufacturing companies collected by a questionnaire-based survey. The empirical model based on a multivariate regression reveals that companies which perceive normative and mimetic pressures are more likely to have a higher climate change sensitivity. Moreover, companies with a higher climate change sensitivity are more likely to adopt both mitigation and adaptation strategies. The article provides several contributions. First the study contributes to the debate among institutional scholars by clarifying which institutional pressures exert a more incisive effect on pushing companies to adopt climate actions. Second, it highlights how internal factors play a mediating role between institutional pressures and business climate responses.

The relation between organizational citizenship behavior (OCB) and the performance of both safety and environmental management systems has led researchers to investigate the drivers of safety-specific and environmental-oriented OCB. However, although the management of environmental and safety issues is often fully integrated into organizational and managerial practice, a holistic perspective of the drivers of health, safety, and environmental (HSE)-oriented OCB is still lacking. Thus, the aim of the present study is to investigate the antecedents of HSE-related OCB (OCBHSE).Drawing on both the OCB and sustainability literature, data from 135 managerdirect report dyads collected from eight large Italian companies are analyzed, to assess the effect of both situation-related antecedents (i.e., organizational ambidexterity and leadership style) and person-related antecedents (i.e., prosocial values) on prosocial and proactive OCBHSE. Organizational ambidexterity emerges as a direct situation-related antecedent of both prosocial and proactive OCBHSE, whereas management by exception and passive leadership have a negative effect on the OCBHSE in direct reports. Surprisingly, transformational and contingent reward leadership styles do not emerge as significant drivers of OCBHSE. In terms of person-related antecedents, the results highlight that prosocial values in direct reports significantly influence prosocial but not proactive OCBHSE. Finally, as OCBHSE is conceptualized in the study as a dimension that is complementary to formal HSE management structures, our findings can contribute to the general organizational effort to improve HSE performance.

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