Sharing is caring for the environment: But why would managers resist shared mobility?

Abstract

The debate on carbon dioxide (CO2) reduction strategies for a sustainable environment continues unabated. Thus, this study proposes and validates a model for understanding essential factors that can explain resistance to managers' bus‐sharing system (MBS). MBS is a sustainability strategy where organizations have well‐maintained buses to transport 10–15 managers to and from work. By drawing on an extended status quo bias theory, the study sampled and analyzed 234 responses from managers using the partial least square structural equation modeling. The results show that perceived switching benefits (PSWB) and perceived switching costs (PSWC) relate to perceived value and influence resistance to the proposed MBS. Meanwhile, managers' family/personal life conflicts and perceived prestige concerns increase the PSWC. These findings have essential theoretical implications for sustainability scholarship and inform organizations to adopt family‐friendly policies to reduce resistance to MBS.