Abstract
Environmental sustainability at the organization level is largely shaped by and dependent on individual‐level pro‐environmental behavior. Corporate Social Responsibility (CSR) has been proposed as a useful tool for effective organizational, social and environmental functioning. Not surprisingly, various empirical studies have advocated its importance in generating positive outcomes at a macro level. This research seeks to investigate the effect of CSR on employees' pro‐environmental behaviors. Moreover, we incorporated the mediating effect of organizational identification and the moderating role of environmentally specific servant leadership. The study draws on a survey sample of 298 employees from diverse industry sectors. Key findings show that perceived CSR has both a direct and an indirect influence, through organizational identification, on pro‐environmental behavior. The results also lent support for the interactive effect of environmentally specific servant leadership with CSR in predicting employee pro‐environmental behaviors.
