Greening the Workplace by Pascal Paillé

Author:Pascal Paillé
Language: eng
Format: epub
ISBN: 9783030583880
Publisher: Springer International Publishing

6.1.2 Organizational Boundaries and the Limits of Behavioral Persistence

6.1.2.1 Issue

Ramus and Killmer (2007) introduced the idea that organizational boundaries play an important but neglected role in the intention of individuals to behave pro-environmentally (or not, as the case may). In that sense, organizational boundaries represent an increasingly important aspect of people’s lives, shaping their general behavior toward the environment.

We might assume that boundaries have a different influence depending on whether or not employees hold a managerial position. For example, it has been suggested that, compared to their subordinates, managers have more leeway in terms of their ability to behave in an environmentally responsible manner at work (Ones & Dilchert, 2012). Put differently, managers have, by nature, the necessary and sufficient autonomy to behave in an environmentally responsible way in all circumstances. Equally, their subordinates do not have the necessary leeway to behave in an environmentally friendly way as independent agents. In other words, the strong implication is that while some individuals act without needing to be stimulated or driven to do so, others (i.e., subordinates) need encouragement. In my view, although this position overstates the capacity of employees in a job endowed with the attributes of hierarchy to act and behave freely, it also underestimates the ability of employees who do not have these attributes to engage in environmentally friendly behaviors in their day-to-day work. The recent literature on the subject has tended to question the assumed freedom of managers in their behavior toward the environment and to reassess the assumed contingent effect of the lack of leeway (or scope for action) on nonmanagerial employees.

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