Introduction

Over recent decades, escalating environmental crises—spanning climate change, biodiversity loss, air and water pollution—have inflicted profound and often irreversible damage on the planet’s ecosystems. These challenges are largely rooted in materialistic worldviews, unbridled industrial development, and a weakening recognition of the interdependent relationship between humans and nature. In developing countries such as Iran, environmental degradation is increasingly acute, manifesting in land degradation, water resource mismanagement, and significant economic losses estimated in the billions annually.

Amid these conditions, the behavior of individuals within organizations—particularly regarding energy consumption, resource utilization, and sustainable practices—has emerged as a critical lever for reducing environmental harm. The concept of Employee Green Behavior (EGB) has therefore gained traction, encompassing both voluntary and policy-driven actions undertaken by employees to support environmental sustainability in their workplace. These behaviors range from energy conservation and recycling to promoting sustainability among peers and participating in eco-initiatives. While organizations may formally adopt environmental policies, the actualization of green behavior depends heavily on organizational culture, leadership, personal motivation, and contextual stimuli.

Despite increasing scholarly attention, the literature remains fragmented. Many studies have either focused narrowly on specific organizational initiatives or explored EGB through quantitative lenses, neglecting a comprehensive view of the interrelations among individual, organizational, and contextual determinants. This study addresses this gap by conducting a meta-synthesis of qualitative research to propose an integrated conceptual framework for understanding EGB. The goal is to identify foundational drivers, behavioral mechanisms, and outcomes, offering a systems-based model that informs both theory and practice.

This study aims to synthesize existing qualitative findings to answer the central question: What are the core components and mechanisms of Employee Green Behavior, and how do they interact to produce multi-level outcomes? Through this, it seeks to (1) develop a comprehensive framework for EGB, (2) highlight the interconnections between antecedents, processes, and consequences, and (3) generate practical insights for fostering sustainable behavior in organizational settings.

Methodology

This research adopts a qualitative-applied methodology using the meta-synthesis approach. Meta-synthesis enables the integration of conceptual insights from existing qualitative studies to derive new theoretical understandings that transcend individual study limitations. An inductive process was followed, with the research conducted in five structured phases:

1. Research Question Definition: The study was guided by the core inquiry into the components and dynamics of EGB. It defined boundaries including employee-level behaviors, publication years (2000–2023), and thematic relevance.

2. Systematic Literature Search: Databases such as Scopus, Web of Science, Taylor & Francis, Wiley, and Iranian academic portals were queried using keywords like “Employee Green Behavior” and its Persian equivalent.

3. Screening and Selection: From the initial pool, 59 articles were excluded due to irrelevance at the title, abstract, or full-text levels. The remaining 16 articles underwent quality assessment via the Critical Skills Appraisal Program. Four were eliminated due to insufficient methodological rigor, resulting in a final sample of 12 high-quality qualitative studies.

4. Data Extraction and Analysis: Key data (author, method, themes) were extracted, and content analysis was conducted using MAXQDA 2022. Meaningful units were coded and clustered into higher-order categories.

5. Quality Assurance: Validity was maintained through rigorous source selection. Inter-coder reliability was tested using Cohen’s Kappa (κ = 0.832), and agreement was statistically significant (p < 0.05), confirming high coding consistency.

Findings

The analysis yielded a comprehensive EGB framework comprising three main dimensions: Inputs, Processes, and Outcomes.

1. Inputs (Antecedent Factors):

o Individual Factors: Environmental values, personal responsibility, and sustainability awareness

o Situational Factors: Organizational culture, physical workspace, leadership support

o Green HRM Practices: Training programs, performance evaluation, eco-incentive systems

2. Processes (Behavioral Mechanisms):

o Motivation (both intrinsic and extrinsic) and capability to act

o Perception of one’s role in sustainability and formation of behavioral intentions

o Appraisal of environmental opportunities and challenges

o Actions aimed at protection and harm avoidance

o Peer modeling and voluntary engagement

o Behavioral reinforcement and habit formation for sustainable practices

3. Outcomes (Impact Levels):

o Individual Level: Development of eco-skills, job satisfaction, green identity

o Team Level: Collaboration, collective efficacy in environmental initiatives

o Organizational Level: Institutionalization of green culture and improved environmental performance

o Societal Level: Diffusion of sustainability norms and contribution to ecological well-being

The framework consists of 17 conceptual dimensions derived from 64 primary codes. It highlights how antecedents drive behavioral mechanisms, which in turn lead to tangible and intangible outcomes at multiple levels, thus offering a dynamic systems-based understanding of EGB.

Discussion and Conclusion

The developed model advances theoretical understanding by integrating diverse perspectives into a unified system. It is grounded in theories such as the person-environment fit model, self-determination theory, and behavioral performance models. Key contributions include:

• Recognizing the dual role of both formal systems (e.g., green HR practices) and informal forces (e.g., peer influence) in shaping EGB

• Identifying critical mediators like motivation types (autonomous vs. controlled), organizational capabilities, and leadership engagement

• Providing a structure for analyzing the recursive nature of green behavior and its feedback into organizational learning and transformation



For practitioners, the model offers actionable guidance:

• Develop integrated HR strategies that include green training, behavioral rewards, and environmental KPIs

• Foster a culture of sustainability through leadership commitment, green team initiatives, and visible role models

• Create opportunities for voluntary green actions, moving beyond policy mandates toward behavioral internalization

For policymakers:

• Establish national or industry-level EGB certifications

• Fund partnerships between firms and environmental NGOs for norm diffusion

• Design behavioral nudges tailored to cultural contexts



While meta-synthesis provides rich insights, limitations include potential selection bias, limited empirical generalizability, and underexplored cultural moderators. Future studies should:

• Test the framework empirically across industries and organizational sizes

• Investigate digital technologies as facilitators of green behavior (e.g., eco-feedback systems)

• Conduct longitudinal studies to explore long-term sustainability of EGB

• Explore cross-cultural applications of the framework in diverse contexts



This study contributes a comprehensive, systems-based model of Employee Green Behavior that integrates individual, organizational, and societal dimensions. By synthesizing fragmented qualitative evidence, it enhances theoretical clarity and provides a robust foundation for practice. Implementation requires alignment between leadership intent, organizational infrastructure, and employee engagement. As environmental urgency grows, fostering EGB is not just desirable but imperative for organizational and planetary sustainability.