As we move further into the 21st century, the global challenges and consequences posed by climate change are becoming increasingly apparent. Although organizations are considered significant contributors to climate change, they also have the potential to positively affect it through their employees. As a result, understanding how employees' pro-environmental initiatives can positively affect climate change has increasingly become the focus of inquiry among organizational researchers.

The Psychology of Green Organizations brings together a number of these researchers to review leading research in different areas of organizational environmental sustainability. In so doing, this book consolidates available knowledge on employees' contributions to corporate environmental initiatives, stimulates future empirical research on this topic, and provides recommendations for how organizations can improve their environmental performance through their employees.

Many chapters provide case examples of environmentally sustainable organizations to illustrate lessons gleaned from research. Chapters in part 1 provide a conceptual, theoretical, and methodological foundation for research on workplace pro-environmental behaviors, while those in parts 2 and 3 review research on the promotion of workplace pro-environmental behaviors at the individual and organizational levels, respectively. Part 4 explores one organization that has been successful at promoting employees' environmental initiatives, highlighting how both organizational and individual factors can be used to effect major changes in corporate environmental sustainability.

Jennifer L. Robertson's profile page

Julian Barling's profile page

Jennifer L. Robertson is an Assistant Professor in the DAN Management and Organizational Studies program at Western University. Jennifer's research focuses on psychological issues involved in organizational environmental sustainability and on the nature and prediction of leadership. Her research has been published in the Journal of Organizational Behavior and the Leadership Quarterly. Julian Barling is the Borden Chair of Leadership and Professor of Organizational Behaviour in the Queen's School of Business, and author of The Science of Leadership: Lessons from Research for Organizational Leaders (Oxford University Press, 2014). Julian is extensively involved in research, graduate teaching, and executive development focused on organizational leadership, and has received numerous awards for research and teaching. He was elected a fellow of the Royal Society of Canada in 2002, and a fellow of several professional international organizations since then.