Being sustainable: The three‐way interactive effects of CSR, green human resource management, and responsible leadership on employee green behavior and task performance

Abstract The main goal of this research was to analyze the three‐way interactive effects of corporate social responsibility (CSR), green human resource management (GHRM), and responsible leadership on employee green behavior and task performance. Social cognition theory was adopted to explore the context‐behavior‐performance framework. The research hypotheses were tested using data from a survey of 261 Millennial employees in five‐star hotels in China. The results indicated that the three‐way interactive effect of CSR, GHRM, and responsible leadership on employee green behavior and performance was significant and positive. In addition, green behavior played a mediation role in this relationship after controlling the effect of organizational identity. This suggests that behavioral improvements are a better predictor of performance than perceptions of organizational identity. The analysis enriches the context‐behavior‐performance framework literature and highlights that organizations can enhance sustainability by implementing CSR, GHRM, and responsible leadership.