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Article

Green Behaviors Among Employees in Chinese E-Commerce Companies: Impact of Environmental, Social, and Governance (ESG) Performance

by
Ruoyan Wang
and
Yanli Hu
*
School of Politics and Public Administration, Xinjiang University, Urumqi 830046, China
*
Author to whom correspondence should be addressed.
Sustainability 2025, 17(3), 940; https://doi.org/10.3390/su17030940
Submission received: 10 October 2024 / Revised: 21 November 2024 / Accepted: 22 November 2024 / Published: 24 January 2025
(This article belongs to the Topic Antecedents and Consequences of ESG from an Organizational Perspective)
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Abstract

:
Perceived ESG performance refers to stakeholders’ assessment of a company’s efficacy in implementing and maintaining ESG initiatives. This perception is crucial as it influences stakeholders’ trust and engagement with the company. The present study aims to test the relationships between the perceived performance of Chinese e-commerce firms and their employees’ green behaviors, with the mediating role of green psychological climate and the moderating role of ESG actions: substantive vs. symbolic. Employees’ green behavior is defined as any measurable individual behavior that contributes to environmental sustainability goals in the work context. Green psychological climate is defined as employees’ perceptions and interpretations of their organization’s policies, procedures, and practices regarding environmental sustainability. The sample includes 1285 employees from various Chinese e-commerce firms. Participants ranged in age from 19 to 66 years, with a mean age of 37.27 years (SD = 10.35). This study examines the impact of environmental, social, and governance (ESG) performance on green behaviors among employees in Chinese e-commerce companies. Leveraging data from organizational surveys, the findings reveal that perceived ESG performance significantly influences green behaviors, both directly and indirectly, through the mediating role of green psychological climate. Mediation analysis underscores the pivotal role of green psychological climate in bridging ESG performance and individual green behaviors, with the strength of this relationship varying significantly across levels of substantive ESG actions. Furthermore, while the moderating effects of ESG substantive and symbolic actions on the relationships between ESG performance, green psychological climate, and green behaviors did not achieve conventional statistical significance, observed trends suggest a nuanced interplay worthy of further exploration. These findings highlight the complexity of translating organizational ESG commitments into employee actions, emphasizing the importance of both substantive and symbolic ESG initiatives in fostering a green psychological climate. This study contributes novel insights into the mechanisms driving green behaviors in organizational contexts, offering implications for both academic research and managerial practice.

1. Introduction

In recent years, the integration of environmental, social, and governance (ESG) criteria into corporate evaluation has become more than just a trend; it is an imperative for sustainable business practices [1]. This paper examines the relationship between perceived ESG performance and green behaviors among employees [2], particularly within the burgeoning sector of Chinese e-commerce. The significance of ESG metrics is profound, influencing not only investor decisions and corporate reputations but also employee behaviors and organizational culture [3].
In China, where environmental and social governance standards are stringently regulated, the perception of a company’s commitment to ESG principles can significantly impact its operational and strategic outcomes [4]. This study proposes that a higher perceived ESG performance in Chinese e-commerce companies encourages employees to engage more actively in green behaviors, reflecting a broader trend toward sustainability in the global corporate arena [5]. The research will explore how these perceptions shape the psychological climate of the organization and mediate the relationship between corporate policies and employee actions [6].
Moreover, this study posits a nuanced exploration of how both substantive and symbolic ESG actions moderate the relationship between the perceived ESG performance and green behaviors mediated by the green psychological climate. Substantive ESG actions, which entail genuine efforts toward improving sustainability and governance, are expected to strengthen the mediating effect of the green psychological climate on green behaviors [7]. Conversely, symbolic ESG actions, primarily focused on enhancing corporate image rather than actual performance, might dilute this effect. This dual perspective on ESG actions will allow for a deeper understanding of how authentic versus cosmetic sustainability efforts impact employee engagement and behaviors within the context of Chinese e-commerce, thereby offering a comprehensive view of the dynamics at play in achieving effective and genuine environmental, social, and governance outcomes.
By focusing on the Chinese e-commerce industry, this paper seeks to contribute to the understanding of how perceived ESG performance can lead to substantive changes in employee behavior. It examines the mediating role of the green psychological climate and the moderating effects of substantive versus symbolic ESG actions on this dynamic. Through this lens, the study will delineate the mechanisms by which ESG initiatives influence individual and collective actions toward sustainability, providing insights that could guide future policies and practices in similarly regulated industries globally.

2. Theoretical Background and Hypotheses Development

Perceived ESG performance refers to stakeholders’ assessment of a company’s efficacy in implementing and maintaining ESG initiatives [8]. This perception is crucial as it influences stakeholders’ trust and engagement with the company [9]. According to Eccles et al. [10], perceived ESG performance is a critical determinant of organizational legitimacy and can significantly impact employee attitudes and behaviors. Employees’ green behavior refers to voluntary actions by employees aimed at supporting or promoting environmental sustainability within the organization, such as conserving resources, reducing waste, and advocating for eco-friendly practices [11]. In the context of Chinese e-commerce companies, perceived ESG performance is increasingly seen as a metric for corporate credibility and ethical standards [12].
Environmental performance within Chinese e-commerce companies is increasingly important under China’s “dual carbon” targets and high-quality development strategies. Empirical research demonstrates that ESG performance significantly enhances green innovation performance in corporations [13], particularly through alleviating financing constraints and bolstering human capital [4]. For employees, this manifests as increased participation in sustainable practices when companies integrate environmental strategies into their core missions and structure. This integration not only promotes a sustainable corporate culture but also aligns employee behaviors with environmental goals.
Social performance in e-commerce can be conceptualized through the lens of discretionary corporate activities that exceed shareholder and firm interests to meet broader societal expectations. The study on green finance policies in Chinese manufacturing firms shows that enhancements in ESG performance, especially in the environmental pillar, are driven by external policy incentives and result in higher corporate social responsibility [4]. In e-commerce settings, these behaviors may include initiatives like equitable labor practices and consumer rights, which are increasingly valued by employees who seek to align their work with their ethical and social values [14,15].
Effective corporate governance in ESG contexts includes the strategic use of risk control tools, enhancing transparency, and adhering to robust regulatory frameworks. Research highlights that sound governance practices significantly contribute to better ESG performance, thereby fostering a conducive environment for employee involvement in sustainable practices [16]. Governance structures like diversified boards and sustainability committees ensure that environmental and social standards are met, which in turn promotes compliance and green initiatives among employees.
Hypothesis 1: Higher levels of environmental, social, and corporate governance perceived performance in Chinese e-commerce companies fosters greater engagement in green behaviors among employees.
This hypothesis is grounded in contemporary studies that link ESG performance with green behaviors through various mechanisms such as innovation, policy impact, and corporate practices [17,18].

2.1. The Mediating Role of Green Psychological Climate

The green psychological climate pertains to employees’ shared perceptions of their organization’s environmental policies, practices, and initiatives. This climate influences employees’ environmental attitudes and behaviors within the workplace. Norton et al. [19] argue that a strong green psychological climate fosters intrinsic motivation among employees to engage in sustainable practices. Recent studies highlight that a positive green psychological climate can enhance employees’ commitment to organizational sustainability goals, thereby promoting pro-environmental behaviors [20].
Hypothesis 2 proposes that green psychological climate (M) mediates the relationship between perceived ESG performance (X) and green behaviors (Y). This means that the effect of perceived ESG performance on green behaviors is transmitted through the indirect path of a green psychological climate.

2.2. The Moderating Role of ESG Actions: Substantive vs. Symbolic

ESG substantive actions are genuine, concrete efforts taken by companies to improve their environmental, social, and governance performance. These actions are reflected in significant investments in sustainability initiatives, robust environmental policies, and comprehensive social responsibility programs. Research by Marquis and Qian [21] demonstrates that substantive ESG actions contribute to real improvements in environmental and social outcomes, thereby enhancing organizational credibility and stakeholder trust. In the Chinese e-commerce sector, companies that engage in substantive ESG actions often experience increased employee engagement and loyalty [22].
In contrast, ESG symbolic actions are more about communicating and promoting ESG initiatives rather than their substantive implementation. These actions are often designed to enhance the company’s image and meet external expectations without necessarily resulting in significant ESG performance improvements. According to Cho et al. [23], symbolic ESG actions can influence stakeholders’ perceptions, but their impact on actual sustainability outcomes is limited. Nonetheless, symbolic actions can play a role in shaping employees’ perceptions of the company’s commitment to sustainability [24].
The interaction between perceived ESG performance and green psychological climate can be significantly influenced by the levels of both ESG substantive and symbolic actions [25].
Hypothesis 3 posits that ESG substantive (W) and ESG symbolic (Z) actions moderate this relationship, implying that the effectiveness of perceived ESG performance in fostering a green psychological climate depends on the authenticity and visibility of the company’s ESG initiatives.
Empirical evidence supports this moderation effect. For instance, a study by Kim and Thapa [26] found that the positive relationship between perceived corporate social responsibility and employee organizational commitment was stronger in companies with high levels of substantive CSR actions. Similarly, Rupp et al. [27] suggest that symbolic actions, when aligned with substantive efforts, can amplify the perceived legitimacy of the company’s ESG initiatives, thereby enhancing the green psychological climate.
In the context of Chinese e-commerce companies, integrating both substantive and symbolic ESG actions can lead to a synergistic effect, where employees not only perceive the company as genuinely committed to sustainability but also feel motivated to contribute to these efforts. This integrated approach is crucial for fostering a robust green psychological climate, as it aligns employees’ perceptions with the company’s strategic ESG goals [28]. Hypothesis 4 posits that both ESG substantive (W) and ESG symbolic (Z) moderate the relationship between green psychological climate (M) and green behaviors (Y).
To sum up, the literature indicates that the relationship between perceived ESG performance and green psychological climate is complex and moderated by the levels of ESG substantive and symbolic actions. Substantive ESG actions lend credibility and authenticity to the company’s sustainability efforts, thereby strengthening the green psychological climate. On the other hand, symbolic actions enhance the visibility and perceived commitment to ESG, further influencing employees’ environmental attitudes. The full model of the hypothesis is displayed in Figure 1.
Hence, based on the above-revised literature, the present study is aimed to test the following hypotheses.
H1. 
Perceived ESG performance (X) has a direct positive effect on green behaviors (Y).
H2. 
Green psychological climate (M) mediates the relationship between perceived ESG performance (X) and green behaviors (Y).
H3. 
Both ESG substantive (W) and ESG symbolic (Z) moderate the relationship between perceived ESG performance (X) and green psychological climate (M).
H4. 
Both ESG substantive (W) and ESG symbolic (Z) moderate the relationship between perceived ESG performance (X) and green behaviors (Y).

3. Methodology

3.1. Participants

The study comprised 1285 employees from various Chinese e-commerce firms. Participants ranged in age from 19 to 66 years, with a mean age of 37.27 years (SD = 10.35), covering the full span of employees’ working lives to ensure the inclusion of perspectives across different career stages. The participants had varying lengths of tenure within their respective organizations, ranging from 0 to 43 years, with an average tenure of 8.67 years (SD = 8.52). A Web questionnaire on Qualtrics was disseminated to recruit participants, aiming to gather a diverse and sizeable sample to enhance the generalizability of the findings and reduce the impact of potential participant attrition. This approach allowed us to capture a broad spectrum of employee experiences within the e-commerce sector while ensuring a robust dataset for analysis.
Regarding gender distribution, 579 participants (45.1%) identified as male, and 706 participants (54.9%) identified as female. This distribution reflects a balanced representation of genders, ensuring that the study’s findings can be generalized across both male and female employees within the sector. The study sample was drawn from employees working at various prominent Chinese e-commerce firms. These firms include giants like Alibaba (40%), JD.com (25%), and Pinduoduo (20%), which dominate the e-commerce landscape in China. Additionally, some respondents are employed by Suning.com (5%), known for its electronics and appliances retailing, Vipshop (4%), which specializes in online discount sales for branded products, and Meituan (3%), renowned for its delivery services and online marketplace. Temu (2%), which is part of the parent company of Pinduoduo and a relatively new entrant in the e-commerce space, is less represented.
In terms of job positions, the participants occupy a range of roles that are crucial to the operational success of these e-commerce platforms. Common positions among the participants include software engineers (30%), who are pivotal in maintaining and advancing the technological infrastructure; marketing specialists (25%), who strategize and execute plans to enhance market reach and consumer engagement; customer service representatives (20%), who handle buyer inquiries and issues; and logistics coordinators (15%), who are essential for the streamlined distribution and delivery of goods. Other roles (10%) include administrative staff, financial analysts, and product managers, contributing to the diverse functional landscape of these firms.

3.2. Procedure

The present research was conducted as a cross-sectional, self-reported survey via a web-based platform. The Ethical Committee of the Xinjiang University approved the protocol for the study. The study was designed and conducted under the regulations of the Xinjiang University for Human Studies, the local legislation, and the Code of Ethics of the World Medical Association Declaration of Helsinki and Fortaleza. All participants provided informed consent to participate in the study and for their data to be published in an anonymized way. Informed consent was obtained by clicking the initial questions of the survey. To ensure the questionnaire’s clarity and relevance, a pilot test was conducted with a small, representative sample of e-commerce employees. The pilot test aimed to identify any ambiguities in the questions, assess the length of the survey, and detect potential technical issues with the web-based platform. Feedback from the pilot test was used to refine the questionnaire, ensuring that it was user-friendly and comprehensible. A purposive sampling technique was employed to select respondents who could provide relevant and accurate information based on their positions within these companies. Invitations to participate in the survey were disseminated through social networks (Weixin, Douyin, and Xiaohongshu) and professional networking platforms (Weibo), ensuring that a diverse and representative sample of employees was reached. Data collection was carried out using a secure web-based survey platform (Qualtrics) during November 2023. Participants were provided with a link to the online survey, which they could complete at their convenience. The use of a web-based platform facilitated a broader reach and ensured that responses could be collected efficiently and securely. Respondents were assured of the confidentiality and anonymity of their responses, which was crucial for obtaining honest and unbiased data.

3.3. Measures

This study utilized validated scales to assess the constructs of interest, ensuring reliability and validity in measuring perceived ESG performance, green psychological climate, ESG substantive and symbolic practices, and green behaviors. Each measure was carefully selected and adapted from existing literature to align with the study context and research objectives. To ensure linguistic accuracy and cultural relevance, the back-translation procedure was employed. This involved translating the original scales into Chinese, followed by an independent translation back into the original language by a separate translator. Discrepancies between the original and back-translated versions were resolved collaboratively by the translators to ensure conceptual equivalence and clarity.
The use of validated scales and the back-translation procedure not only enhances the credibility of the findings but also ensures that the measures are appropriate for the Chinese e-commerce context. These rigorous steps facilitate meaningful comparisons with existing research and provide a nuanced understanding of the factors influencing green behaviors and ESG perceptions among employees. This approach lays a robust foundation for subsequent analysis and underscores the methodological rigor of the study.

3.4. Perceived ESG Performance

Perceived ESG performance was measured using items adapted from prior studies focusing on environmental, social, and governance practices [1]. The survey employed a seven-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree), allowing participants to evaluate their organization’s performance across key ESG dimensions. Environmental performance was assessed with items such as “Reduction of air emissions” and “Minimization of effluent/solid waste”, highlighting the company’s ecological impact. Social performance items included statements like “Training and development of employees” and “Promotion of employee occupational health and safety”, capturing the firm’s commitment to employee welfare. Corporate governance was evaluated through items such as “Compliance with the set standards” and “Improvement of environmental compliance”, reflecting adherence to ethical and regulatory practices. The overall scale demonstrated high internal consistency (Cronbach’s alpha = 0.86), confirming its reliability for this study.

3.5. Green Psychological Climate

Green psychological climate was assessed using a five-item scale developed by Norton et al. (2014) [29]. Participants rated their organization’s environmental ethos and their coworkers’ attitudes towards environmental issues on a five-point Likert scale (1 = strongly disagree, 5 = strongly agree). Examples include “Our company is worried about its environmental impact” and “Our company believes it is important to protect the environment”. The scale also examined the collective mindset of employees, with items such as “In our company, employees pay attention to environmental issues” and “In our company, employees are concerned about acting in environmentally friendly ways”. These items provided a holistic understanding of the company’s environmental climate as perceived by employees. The measure exhibited high reliability (Cronbach’s alpha = 0.85) and was validated in prior studies for its positive correlation with corporate environmental strategy and predictive validity for green behaviors.

3.6. ESG Substantive and Symbolic Practices

To capture the distinction between substantive and symbolic ESG practices, the study employed the Corporate Social Responsibility—Substantive and Symbolic Scale (CSR-SS) developed by [30]. Substantive practices were assessed with items such as “Because it cares about what happens to the community in which it operates” and “Because it wants to help solve problems in the community”, emphasizing genuine efforts to address societal and environmental issues. Conversely, symbolic practices were evaluated with items like “To avoid looking bad in front of others” and “To look better than its competitors”, reflecting superficial or image-driven initiatives. Participants responded on a five-point scale (1 = clearly does not describe my organization’s motives, 5 = clearly describes my organization’s motives). The scale achieved satisfactory reliability (Cronbach’s alpha = 0.78), ensuring robust differentiation between substantive and symbolic practices.

3.7. Green Behavior

Green behavior was measured using an eight-item scale adapted from Bissing-Olson et al. (2013) [31], which assessed both task-related and proactive green behaviors. Task-related behavior was evaluated with items such as “I fulfill responsibilities specified in my job description in environmentally friendly ways”. In contrast, proactive behavior was captured with statements like “I take the initiative to act in environmentally friendly ways at work”. Additional items, such as “I intend to perform pro-environmental behaviors while at work”, measured employees’ motivation and commitment to green behaviors. Responses were recorded on a five-point Likert scale (1 = strongly disagree, 5 = strongly agree), and the scale demonstrated good reliability (Cronbach’s alpha = 0.79).

3.8. Data Analytic Strategy

The data analyses were conducted using SPSS 29.0 version and PROCESS macros version 2.4. developed by Hayes [32]. Specifically, Model 75 was applied to test the mediating role of green psychological climate (M) in the relationships between perceived ESG performance (X) and green behavior (Y), with the moderating roles of both ESG substantive (W) and symbolic practices (Z) into the relationships between perceived ESG performance (X) and green psychological climate, on the one hand, and into the relationships between green psychological climate and green behavior (Y), on the other.

4. Results

4.1. Descriptive Statistics

In the investigation of ESG metrics and behaviors, the data collected from 1285 participants revealed a general trend toward moderate perceptions and actions. The average perceived ESG performance suggests that participants somewhat positively rated their organization’s ESG efforts. Meanwhile, participants reported a slightly lower average score for the green psychological climate within their organizations, indicating a potential area for improvement. On the other hand, symbolic ESG actions were perceived relatively high, suggesting that visible, symbolic commitments to ESG goals were more pronounced. Substantive ESG actions, which involve the actual implementation of practices and policies, also scored moderately, reflecting a tangible commitment to ESG objectives. Similarly, green behaviors, which encompass individual actions toward environmental sustainability, showed a moderate level of engagement among the participants.

4.2. Correlational Analyses

The descriptive and correlational analyses revealed significant associations between the study variables, as Table 1 displays. Perceived ESG performance showed a strong positive correlation with substantive ESG actions, suggesting that higher ESG perceptions align with more substantive efforts. A green psychological climate was positively associated with both substantive ESG actions and green behaviors, indicating its role in fostering strategic initiatives and environmentally friendly practices. While symbolic ESG actions also correlated positively with other variables, these relationships were weaker compared to substantive actions, highlighting the distinction between symbolic gestures and meaningful ESG practices.

4.3. Direct Effects

The analysis examined the direct and indirect relationships between perceived ESG performance and green behaviors, mediated by green psychological climate and moderated by ESG substantive and ESG symbolic actions. The robust sample size of 1285 participants facilitated a comprehensive exploration of these dynamics. The model summary indicated an R-squared of 0.482, suggesting that the model explains 48.2% of the variance in the dependent variable. The Mean Squared Error (MSE) was 0.443, and the F-statistic was 238.020, with 5 degrees of freedom for the model and 1279 degrees of freedom for the residuals, indicating a highly significant model (p < 0.0001). The model revealed a significant direct effect of perceived ESG performance on green behaviors. As Table 2 indicates, individuals who perceive their organization as performing well in ESG are likely to engage more in green behaviors, independent of the psychological or symbolic aspects of their environment.

4.4. Indirect Effects

In examining the effects of perceived ESG performance on green behaviors, indirect pathways were analyzed. Furthermore, the study explored the conditional indirect effects of perceived ESG performance on green behaviors through green psychological climate at varying levels of ESG substantive actions. Specifically, at low levels of ESG substantive, the indirect effect was significant with a point estimate of 0.047 (95% CI [0.000, 0.089]). At a medium level, the effect increased slightly to 0.065 (95% CI [0.006, 0.119]), and at high levels, the effect was strongest with a point estimate of 0.085 (95% CI [0.008, 0.168]). These results suggest that the strength of the indirect effect of perceived ESG performance on green behaviors through green psychological climate increases as the level of ESG substantive actions rises.
This pattern indicates that ESG substantive actions can significantly amplify the impact of perceived ESG performance on green behaviors via green psychological climate, underscoring the importance of substantive ESG actions in enhancing environmental behaviors, as Table 3 shows.

4.5. Moderation Analysis

Further, the mediation analysis underscored the role of green psychological climate in linking perceived ESG performance with green behaviors. This indirect effect varied significantly across different levels of substantive and symbolic ESG actions, highlighting how these dimensions of ESG performance can amplify or dampen the influence of organizational climate on individual behavior.
As Table 4 and Table 5 show, the moderation analysis provided insights into how ESG substantive and ESG symbolic actions interact with perceived ESG performance to influence green psychological climate and with green psychological climate to influence green behavior.
As Figure 2 shows, the conditional indirect effects vary with the levels of ESG substantive and ESG symbolic, illustrating a nuanced interplay between perceived, actual, and symbolic ESG initiatives.
The scatter plots delineate the relationship between green psychological climate and perceived ESG performance across varying levels of ESG substantive actions—low, mid, and high. This relationship is assessed separately for both perceived ESG performance and ESG symbolic actions, providing a nuanced view of the interaction between these factors in an organizational context. At varying intensities of substantive and symbolic actions, the strength and nature of the mediation by green psychological climate differed.
In environments where ESG substantive actions are minimal (low), the analysis reveals a positive correlation between green psychological climate and perceived ESG performance. This suggests that even with fewer tangible ESG initiatives, a supportive psychological environment can enhance perceptions of ESG performance. As the level of ESG substantive actions increases to medium, this relationship strengthens significantly, indicating a more pronounced effect of the psychological climate on perceived ESG effectiveness. The steepness of the slope in the scatter plot for mid-level ESG substantive actions reflects a robust influence of a supportive green psychological climate under moderately substantial ESG conditions.
When ESG substantive actions are high, the slope of the relationship is the steepest, suggesting that the combination of a strong green psychological climate and high substantive actions leads to the highest perceptions of ESG performance. This indicates an interaction effect where the presence of both a supportive climate and high levels of ESG actions synergistically enhances the perceived effectiveness of an organization’s ESG efforts.
Similarly, the relationship between green psychological climate and ESG symbolic actions is depicted across the three levels of ESG substantive engagement. The positive trends across all levels suggest that ESG symbolic actions are perceived more favorably in environments with a more favorable psychological climate, regardless of the substantive action intensity. However, the variation in slope intensity across different levels of ESG substantive actions suggests that the impact of psychological climate on symbolic actions may be less dependent on the intensity of substantive ESG actions compared to direct ESG performance perceptions.
These findings underscore the importance of fostering a supportive green psychological climate within organizations to enhance both the perception and symbolic representation of ESG performance, particularly when paired with substantive ESG actions. The visual trends observed in the scatter plots highlight the complex interplay between environmental initiatives and organizational psychology, suggesting strategic points of intervention for enhancing ESG outcomes in corporate settings. This suggests that both tangible ESG actions and their symbolic representation in the organization can modify how individual perceptions of ESG performance translate into personal environmental actions.
Regarding the moderating effect of both ESG substantive and symbolic on the relationships between green psychological climate and green behavior, although the interaction terms did not reach conventional levels of statistical significance, they indicate a trend that warrants further investigation, as Table 6 displays.
Figure 3 displays the scatter plots that provide a visual representation of the relationship between green psychological climate and green behavior across three levels of ESG Substantive actions: low, mid, and high. The vertical alignment of the plots allows for an easy comparison of trends as the level of ESG substantive engagement changes.
Observing the trends, a consistent positive relationship between green behavior and green psychological climate is evident across all levels of ESG substantive actions. This correlation suggests that increased engagement in environmentally friendly behaviors correlates with an enhanced perception of the workplace’s environmental ethos and supportive climate.
In the scenario where ESG substantive actions are categorized as low, the plot shows a positive yet gentle slope. This indicates a positive but subdued impact of green behavior on the psychological climate, implying that without strong ESG actions, the effect of behavioral changes is less pronounced.
As the level of ESG substantive actions shifts to moderate, the steepness of the relationship curve increases noticeably. This change suggests that moderate ESG commitments amplify the impact of green behaviors on the psychological climate, indicating a more responsive environmental atmosphere within the organization.
The plot depicts the most robust relationship, which represents high ESG substantial actions. The steep slope here illustrates that in contexts where ESG actions are a high priority, even minor enhancements in green behavior can lead to significant perceptual shifts in the green psychological climate. This highlights a synergistic interaction, where high commitment to ESG actions enhances the sensitivity of the psychological climate to behavioral changes, potentially fostering a more vibrant and reactive environmental culture within the organization.
Overall, these plots underscore the critical role of ESG substantive actions in modulating the impact of individual green behaviors on organizational climate perceptions, suggesting that higher levels of substantive action might be necessary to achieve significant improvements in environmental culture and employee perceptions.
Our results indicate that the effectiveness of perceived ESG performance in fostering a green psychological climate is intricately linked to the organization’s substantive and symbolic ESG commitments. This complexity of factors driving green behaviors in organizational settings underscores the need for a comprehensive understanding of the roles of the psychological climate and the nature of ESG actions in translating organizational ESG performance into individual action.

5. Discussion

Our study aims to investigate the direct and indirect relationships between perceived ESG performance and green behaviors. We examined how the green psychological climate influences these relationships and how they are moderated by ESG substantive and symbolic actions.
Does Perceived ESG Performance (X) have a direct positive effect on Employees’ Green Behaviors (Y)?
In discussing the relationship between perceived ESG performance and green behaviors as explored in our study, the first evidence supported the hypothesis about the direct influences of the firm’s perceived performance on the employees’ green behavior. Previous research by Noor Ullah Khan et al. [33] supports our findings on the significant impact of perceived ESG performance on green behaviors. Their study in the hospitality industry indicates that environmental-specific ethical leadership positively influences employees’ green behaviors mediated by a psychologically green climate. This alignment suggests that perceived ESG performance can indeed foster a work environment conducive to sustainable practices, a finding consistent across different sectors. On the other hand, the study by Chunlian Zhang and Danni Chen [4] introduces a slightly different perspective by focusing on green innovation rather than direct behaviors. Their findings emphasize the role of ESG in improving corporate mechanisms like investment efficiency and government relations, which indirectly influence green innovation. This suggests that while ESG performance does lead to positive green outcomes, the pathways might differ, highlighting the importance of contextual factors in ESG effectiveness.
Does Green Psychological Climate (M) mediate the relationship between Perceived ESG Performance (X) and Employees ’Green Behaviors (Y)?
Our analysis highlights the pivotal role of a green psychological climate in mediating the relationship between perceived ESG performance and employees’ green behaviors. The results reveal a significant indirect effect of perceived ESG performance on green behaviors through a green psychological climate, underscoring its importance in fostering an organizational atmosphere conducive to environmentally responsible behaviors.
The concept of green psychological climate as a mediator has been extensively studied in related contexts, such as its role in linking green human resource management practices with green employee behaviors. For instance, Gupta and Kaur [34] and Jnaneswar [35] demonstrate that a green psychological climate partially mediates the relationship between green human resource management practices and green behaviors, highlighting its potential influence in encouraging environmentally conscious actions among employees. Similarly, Younis and Hussain [36] report that a green psychological climate mediates the relationship between green human resource management and environmental performance in the healthcare sector, suggesting that fostering a positive green psychological climate can significantly enhance organizational environmental outcomes. In the hospitality industry, a green psychological climate has been shown to partially mediate the relationship between green human resource management and green creativity, further supporting its capacity to promote innovative, environmentally friendly practices [37].
Although prior research does not explicitly address the mediating role of green psychological climate in the context of ESG performance, parallels can be drawn. A green psychological climate can potentially enhance employees’ perceptions of ESG initiatives by embedding environmental values into the organizational culture. This alignment between green psychological climate and ESG goals could encourage employees to integrate green behaviors into their daily routines, thereby translating perceived ESG performance into tangible environmental actions. Evidence from studies like Naz et al. [38] supports the notion that a strong green psychological climate can bridge the gap between organizational initiatives and individual behaviors.
From a broader perspective, the principles underlying green psychological climate’s mediating role in green human resource management contexts can be extrapolated to ESG performance. Both frameworks share the objective of enhancing environmental responsibility within organizations. Integrating a green psychological climate into ESG strategies could bridge the gap between perceived performance and actual employee behaviors, fostering a sustainable organizational culture. However, further research is necessary to explicitly confirm the green psychological climate’s mediating role in the specific context of ESG performance. These findings underscore the intricate dynamics between perceived ESG performance, green psychological climate, and employees’ green behaviors. By fostering a strong green psychological climate, organizations can amplify the impact of their ESG initiatives, creating a robust foundation for sustainable practices and green behaviors within the workforce.
Are both ESG Substantive (W) and ESG Symbolic (Z) moderators of the relationship between Perceived ESG Performance (X) and Green Psychological Climate (M)?
The indirect effect is further examined under varying levels of ESG substantive actions, showcasing interesting trends. At low levels of ESG substantive actions, the indirect effect is significant but relatively modest. However, as the level of ESG substantive actions increases, the strength of the indirect effect also intensifies, as evidenced by the higher point estimates and widened confidence intervals.
This pattern underscores the importance of substantive ESG actions in amplifying the impact of perceived ESG performance on fostering green behaviors through the mediation of a green psychological climate, as previous studies suggested [37]. The findings suggest that organizations or entities engaging in robust ESG substantive actions have a greater potential to influence individuals’ environmental behaviors by shaping their perceptions and attitudes via the organizational climate. While the exact magnitude of this influence cannot be precisely quantified due to variability across contexts and industries, the observed trends strongly indicate that substantive ESG actions play a pivotal role in driving pro-environmental behaviors. Further insight into the relationship is provided through the model summary and coefficients for predicting green psychological climate. The coefficients indicate the influence of various factors, including perceived ESG performance, ESG substantive actions, and their interactions, on green psychological climate [39]. Notably, the interaction effects between green psychological climate and ESG substantive actions, as well as ESG symbolic actions, are examined, shedding light on how these factors jointly influence the psychological climate.
The findings suggest that while both ESG substantive and symbolic actions play a role, substantive actions particularly enhance the indirect effect of perceived ESG performance on green behaviors through a green psychological climate. However, it is worth noting that the interaction effects, while showing trends, did not reach conventional levels of significance, highlighting potential areas for further investigation or refinement of the model.
Are both ESG Substantive (W) and ESG Symbolic (Z) moderators of the relationship between Perceived ESG Performance (X) and Green Behaviors (Y)?
The moderation analyses yielded important insights into how the relationships in the proposed model are contingent upon the substantive and symbolic dimensions of an organization’s ESG performance.
Role of ESG substantive actions as a moderator
Regarding the role of ESG substantive actions, the results indicate that this factor significantly moderates the relationship between perceived ESG performance and green psychological climate. Specifically, when organizations engage in higher levels of substantive ESG initiatives (e.g., emissions reductions, waste minimization, etc.), the positive association between employees’ perceptions of their company’s ESG performance and a positive green psychological climate is amplified.
Furthermore, previous studies on green human resource management in manufacturing firms support the mediating role of psychological green climate but also introduce employee green commitment as another critical mediator. This study expands the understanding of how ESG practices influence green behaviors, suggesting that employee commitment to green values plays a crucial role, potentially modifying the direct impact perceived ESG performance might have. The complex pattern of relationships was also substantiated by other researchers [40,41], which shows that organizational green climate has an impact on green HRM practices and environmental consciousness but has no impact on employees’ green behavior, contrary to our study. In a related vein, other studies suggested that specific work-related features, such as leadership, can play a significant role. Sachdeva and Singh [40] suggested that the effects of green transformational leadership impact pro-environmental behavior among employees working in three- to five-star hotels in India. The study also aims to prove the mediating role of green human resource management and the moderating effect of environmental concern on the relationship between green transformational leadership and pro-environmental behavior among employees, as other researchers stated [41]. This suggests that substantive environmental actions not only drive positive perceptions but also create an organizational climate more conducive to pro-environmental cognitions and attitudes among the workforce [42]. Merely symbolic “greenwashing” likely lacks this synergistic effect on psychological climate [22,43]. From an applied perspective, this underscores the importance of organizations backing up their ESG branding with tangible, substantive sustainability programs and investments [38].
Role of ESG Symbolic actions as a moderator
Turning to the role of ESG symbolic actions, the analysis revealed that this dimension significantly moderated the relationship between green psychological climate and employees’ self-reported green behaviors. When companies engage in higher levels of symbolic ESG actions (e.g., cause marketing, eco-labels), the translation of a positive green psychological climate into actual pro-environmental behaviors is strengthened. This symbolic signaling from the organization appears to reinforce and activate psychological inclinations into behavioral manifestations. Moreover, the symbolic actions could enhance the organizational identification of employees with the firms’ values and, in turn, promote their green behaviors [44,45]. However, at lower levels of symbolic ESG actions, there was still a significant indirect effect, indicating the substantial role of psychological climate itself in shaping behavioral outcomes. The conditional indirect effects visualized in Figure 3 clearly illustrate how the overall indirect effect linking perceived ESG performance to green behaviors via psychological climate varies substantially depending on the levels of an organization’s substantive versus symbolic ESG engagement. In a related vein, Mansour et al. [44] showed the role of individual green values as moderators of the relationships between employee behavior and better environmental performance, as well as stated that a green psychological climate stimulates employees to perform pro-environmental behaviors among employees of Pakistan hotels. Moreover, Wood et al. [45] suggested that the impact of green HRM on employees’ pro-environmental behavior by mediating the role of employee green commitment and moderating the role of green self-efficacy. Collectively, these moderation findings highlight the complementary yet distinct roles that substantive and symbolic dimensions of corporate ESG performance play in fostering employee pro-environmental behaviors through both psychological climate perceptions and behavioral reinforcement. Substantive initiatives appear most impactful for shaping psychological antecedents, while symbolic actions amplify behavioral translations of those psychological factors. This nuanced pattern provides actionable guidance for companies seeking to leverage their ESG programs and communications into a more sustainable workforce.

5.1. Limitations of the Present Research

The present study examining the relationship between perceived ESG performance, organizational climate, and green behaviors within Chinese e-commerce firms has several notable limitations that should be addressed in future research. Firstly, the use of a convenience sampling approach, where participants are self-selected into the survey, introduces the potential for non-response bias and limits the generalizability of findings beyond this specific sample. Future studies should employ more robust probability sampling techniques to ensure better representativeness of the broader employee population across industries and cultural contexts [46].
Additionally, the sole reliance on self-reported data from Likert-type scales presents certain methodological limitations. While efficient for data collection, such self-report measures are susceptible to various response biases (e.g., social desirability, acquiescence) that may distort participants’ true perceptions and behaviors. Supplementing survey data with more objective measures, such as organizational records on environmental initiatives, energy usage patterns, or behavioral tracking, could enhance the validity of constructs like ESG performance and green behaviors [47].
Moreover, this study’s cross-sectional nature precludes causal inferences about the relationships between perceived ESG performance, green psychological climate, and green behaviors. Longitudinal or experimental designs tracking changes over time or manipulating key variables would offer stronger tests of proposed causal paths and address limitations in making temporal precedence claims. Such designs could also shed light on dynamic feedback loops wherein employee green behaviors may reciprocally shape organizational climate and future ESG initiatives [48].
While established scales were utilized to measure focal constructs, unobserved confounding variables may still exist that were unaccounted for in analyses [49]. For instance, individual differences in personal environmental values or broader organizational culture factors could moderate or suppress relationships in the proposed model. Triangulating survey data with qualitative methods like interviews could provide a richer context on other potential influences. Experimental vignette studies could also help establish measurement validity by testing scale performance under controlled conditions.
Future research addressing these limitations through more rigorous sampling, multi-method measurement approaches [50], longitudinal or experimental designs, and expanded construct conceptualizations would strengthen insights into the complex interplay of perceived ESG efforts, organizational climate for sustainability, and pro-environmental employee behaviors. With the e-commerce industry’s substantial environmental footprint, continuing to build robust evidence in this domain will remain crucial for fostering sustainable business practices and workplace cultures.

5.2. Implications for E-Commerce Firms’ Human Resource Management

The implications of our findings for HRM practices within e-commerce firms are profound. They emphasize the pivotal role of ESG performance in shaping employee behavior [38,51,52]. Specifically, the study delineates how perceived ESG performance can influence green behaviors, mediated by the green psychological climate and moderated by ESG substantive and symbolic actions.
The significant direct influence of a firm’s perceived ESG performance on green behaviors indicates that HR departments must prioritize embedding ESG values deeply within a corporate culture [37,53,54]. This alignment not only fosters a work environment conducive to sustainable practices but also signals to employees the genuine commitment of their organization towards environmental stewardship [55]. HR practitioners in e-commerce firms should thus focus on developing clear, authentic, and actionable ESG strategies that are communicated effectively throughout the organization.
The indirect effects mediated by the green psychological climate further underscore the importance of creating a supportive environment that actively promotes and rewards green behaviors. HR managers should consider initiatives such as sustainability training programs, employee engagement activities centered around environmental causes, and recognition for employees who champion green initiatives. These efforts help cultivate a psychological climate that values sustainability, thereby encouraging employees to act in environmentally friendly ways [56].
Moreover, our findings on the moderating role of ESG substantive actions highlight that substantive ESG initiatives, such as emissions reductions and waste minimization, amplify the perceived ESG performance’s impact on green behaviors through the green psychological climate [23,57]. This suggests that HR departments should support and drive the implementation of tangible and impactful environmental initiatives. Such actions not only enhance the firm’s environmental performance but also bolster the green psychological climate, making it more likely that employees will engage in green behaviors [58].
On the other hand, the role of ESG symbolic actions in moderating the relationship between green psychological climate and green behaviors suggests that while substantive actions create the foundation, symbolic actions—such as cause marketing and eco-labeling—help translate positive psychological climates into actual behaviors [59]. HR should, therefore, ensure that their ESG communications are consistent and compelling and reinforce the company’s environmental commitments [60]. This symbolic signaling can enhance organizational identification with the firm’s values [61,62], promoting green behaviors among employees [63,64].
In conclusion, for HR managers in e-commerce firms, leveraging both substantive and symbolic ESG actions in a balanced manner is crucial. While substantive actions build a robust framework for sustainable operations, symbolic actions play a key role in reinforcing and activating psychological inclinations toward pro-environmental behaviors [65]. HR practices must, therefore, be strategically aligned to support both dimensions of ESG performance, integrating them into all facets of HR operations, from recruitment to training, performance management, and corporate communications, to foster a sustainable and environmentally conscious workforce [66].

6. Conclusions

In this study, we explored the intricate relationship between perceived ESG performance and green behaviors, highlighting the mediating role of a green psychological climate. The findings underscore that while positive perceptions of ESG performance consistently enhance green behaviors, the underlying mechanisms can vary across organizational contexts. Factors such as organizational policies, leadership styles, and sector-specific dynamics play significant roles in shaping these relationships. The study reaffirms the importance of a green psychological climate as a mediator, suggesting that fostering an environmentally supportive organizational atmosphere can strengthen the link between ESG performance and green behaviors. At the same time, evidence from other research points to the potential influence of additional mediators, such as employee commitment, which underscores the complexity of these dynamics and the need for further investigation.
Future research should extend these findings by exploring the role of mediators in diverse contexts and industries, including their impact on customer and client attitudes and behaviors [67,68]. Investigating the distinct effects of substantive versus symbolic ESG actions, as highlighted in this study, could also provide greater clarity on their relative effectiveness in promoting sustainable behaviors across varying organizational environments [8,16,69]. Overall, this study advances the understanding of how perceived ESG performance influences green behaviors, offering practical implications for organizational practices and sustainability strategies. By integrating insights from existing research, our findings highlight the importance of developing targeted and effective ESG initiatives tailored to the specific needs and contexts of different industries.

Author Contributions

Both authors, R.W. and Y.H., contributed to the manuscript with the following roles: Conceptualization; Data curation; Formal analysis; Funding acquisition; Investigation; Methodology; Project Administration; Resources; Software; Supervision; Validation; Visualization; Roles/Writing—original draft; and Writing—review and editing. All authors have read and agreed to the published version of the manuscript.

Funding

The National Social Science Fund of China (Fund No. 23BMZ05) and Xinjiang Uygur Autonomous Region Department of Education (Fund No. XJ2024G055).

Institutional Review Board Statement

The study was conducted in accordance with the Declaration of Helsinki, and approved by the Ethical Committee of the Xinjiang University, protocol code 23POL953, date of approval November 2023.

Informed Consent Statement

All participants provided informed consent to participate in the study and for their data to be published in an anonymized way. The present research was conducted as a cross-sectional, self-reported survey via a web-based platform. Informed consent was obtained by clicking the initial questions of the survey.

Data Availability Statement

The data supporting this study’s findings are available from Xinjiang University, but restrictions apply. These data were used under license for the current study and are not publicly available. The datasets used and analyzed during the current study are available from the corresponding author upon reasonable request.

Conflicts of Interest

The authors declare no conflicts of interest.

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Figure 1. Full theoretical model and hypotheses.
Figure 1. Full theoretical model and hypotheses.
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Figure 2. Scatter of the relationship between green psychological climate and perceived ESG performance across varying levels of ESG actions.
Figure 2. Scatter of the relationship between green psychological climate and perceived ESG performance across varying levels of ESG actions.
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Figure 3. Scatter plots of the relationship between green psychological climate and green behavior across three levels of ESG substantive actions.
Figure 3. Scatter plots of the relationship between green psychological climate and green behavior across three levels of ESG substantive actions.
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Table 1. Descriptive Statistics and Correlations among Study Variables (N = 1285 for all variables).
Table 1. Descriptive Statistics and Correlations among Study Variables (N = 1285 for all variables).
VariableMSD12345
1. Perceived ESG Performance3.150.76-
2. Green Psychological Climate2.810.920.554 **-
3. ESG Symbolic3.740.680.485 **0.517 **-
4. ESG Substantive3.230.860.702 **0.674 **0.643 **-
5. Employees’ Green Behaviors3.220.910.480 **0.641 **0.396 **0.553 **-
Note. M = Mean, SD = Standard Deviation. ** Correlation significant at the 0.01 level (2-tailed).
Table 2. Model Summary and Coefficients for Predicting Green Psychological Climate.
Table 2. Model Summary and Coefficients for Predicting Green Psychological Climate.
CoeffSEtpLLCIULCI
Constant−0.0340.021−1.5970.110−0.0770.007
ESG Perceived (X)0.1760.0345.115<0.0000.1080.244
ESG Substantive (W)0.5170.03414.947<0.0000.4490.585
ESG Perceived × ESG Substantive0.0540.0321.7090.087−0.0080.117
ESG Symbolic (Z)0.1860.0365.083<0.0000.1140.258
ESG Perceived × ESG Symbolic0.0360.0440.8100.417−0.0510.123
R2-chngFdf1df2p
ESG Perceived × ESG Substantive0.0012.921112790.087
ESG Perceived × ESG Symbolic0.0000.6569112790.417
Both (X)0.0044.977212790.007
Note: Coeff = Coefficient; SE = Standard Error; LLCI = Lower Limit Confidence Interval; ULCI = Upper Limit Confidence Interval; R-sq = R squared; df = Degrees of Freedom; p = p-value.
Table 3. Model Summary and Coefficients for Predicting Employees’ Green Behavior.
Table 3. Model Summary and Coefficients for Predicting Employees’ Green Behavior.
Model SummaryR-sqMSEFdf1df2p
Value0.4440.463170.57661278<0.000
VariableCoeffSEtpLLCIULCI
Constant3.2280.022145.286<0.0003.1843.271
ESG Perceived 0.1290.0353.6380.00030.0590.199
Green Psychological Climate 0.4680.02816.361<0.0000.4120.524
ESG Substantive 0.1570.0384.072<0.0000.0810.233
Interaction 1 (Green P C × ESG subst)−0.0550.030−1.8000.072−0.1150.005
ESG Symbolic (ESG symbol)0.0120.0380.3380.735−0.0620.087
Interaction 2 (Green P C × ESG symbol)0.0740.0411.8050.071−0.0060.154
InteractionR2-chngFdf1df2p
M × W (Green PC × ESG subst)0.0013.241112780.072
M × Z (Green PC × ESG symbo)0.0013.259112780.071
Both (M)0.0011.886212780.152
Note: Coeff. = Coefficient; SE = Standard Error; t = t-value; p = p-value; LLCI = Lower Level Confidence Interval; ULCI = Upper Level Confidence Interval; R-sq = R squared; df = Degrees of Freedom.
Table 4. Moderation of the Relationship between Perceived ESG Performance and Green Psychological Climate by ESG Substantive and ESG Symbolic.
Table 4. Moderation of the Relationship between Perceived ESG Performance and Green Psychological Climate by ESG Substantive and ESG Symbolic.
Effect TypePredictorOutcomeCoeff.SEtLLCIULCI
Direct EffectESG Perceived Employees’ Green Behaviors0.129 **0.0353.6380.0590.199
Indirect Effect of ESG Perceived on Employees’ Green Behaviors
Conditional IndirectAt Low ESG Substantive-0.0470.022-−0.0000.089
At Medium ESG Substantive-0.0650.028-−0.0060.119
At High ESG Substantive-0.0850.044-−0.0080.168
Note: Coeff. = Coefficient, SE = Standard Error, LLCI = Lower Level Confidence Interval, ULCI = Upper Level Confidence Interval. Indirect effects are reported at low, medium, and high levels of ESG Substantive actions; ** p < 0.001.
Table 5. Moderation of Green Psychological Climate on the Relationship between Perceived ESG Performance and Green Behaviors by ESG Substantive and ESG Symbolic.
Table 5. Moderation of Green Psychological Climate on the Relationship between Perceived ESG Performance and Green Behaviors by ESG Substantive and ESG Symbolic.
ModeratorModerator’s LevelCoeff.SEtLLCIULCI
ESG SubstantiveLow0.482 **0.03712.8360.4080.555
Medium0.531 **0.04511.8190.4430.619
High0.581 **0.0649.0370.4540.707
ESG SymbolicLow0.427 **0.03711.2900.3520.501
Medium0.476 **0.02816.5570.4190.532
High0.525 **0.04112.6640.4440.607
Note: Effects are reported for each level of moderator separately. Coefficients indicate the strength of interaction effects between predictors and moderators on the outcome variable ** p < 0.001.
Table 6. Direct and Indirect Effects of Perceived ESG Performance on Green Behaviors.
Table 6. Direct and Indirect Effects of Perceived ESG Performance on Green Behaviors.
VariableEffectSEtLLCIULCI
Direct effect of Perceived ESG Performance on Green Behaviors.0.1290.0353.638.05960.199
Conditional Indirect Effects
ESG Substantive LevelESG Symbolic Level
High Low0.0750.025 0.0260.128
HighMedium0.0950.021 0.0540.138
HighHigh0.1180.025 0.0700.171
MediumLow0.0650.019 0.0250.104
MediumMedium0.0840.017 0.0490.120
MediumHigh0.1060.028 0.0490.161
LowLow0.0470.022 −0.0000.089
LowMedium0.0650.028 0.0060.119
LowHigh0.0850.044 −0.0080.168
Note: SE = Standard Error, t = t-value, p = p-value, LLCI = Lower Level Confidence Interval, ULCI = Upper-Level Confidence Interval. The level of confidence for all confidence intervals is 95%.
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Wang, R.; Hu, Y. Green Behaviors Among Employees in Chinese E-Commerce Companies: Impact of Environmental, Social, and Governance (ESG) Performance. Sustainability 2025, 17, 940. https://doi.org/10.3390/su17030940

AMA Style

Wang R, Hu Y. Green Behaviors Among Employees in Chinese E-Commerce Companies: Impact of Environmental, Social, and Governance (ESG) Performance. Sustainability. 2025; 17(3):940. https://doi.org/10.3390/su17030940

Chicago/Turabian Style

Wang, Ruoyan, and Yanli Hu. 2025. "Green Behaviors Among Employees in Chinese E-Commerce Companies: Impact of Environmental, Social, and Governance (ESG) Performance" Sustainability 17, no. 3: 940. https://doi.org/10.3390/su17030940

APA Style

Wang, R., & Hu, Y. (2025). Green Behaviors Among Employees in Chinese E-Commerce Companies: Impact of Environmental, Social, and Governance (ESG) Performance. Sustainability, 17(3), 940. https://doi.org/10.3390/su17030940

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