2.1. Conceptual Foundations of Employees’ Pro-environmental Behaviours (PEBs)

Pro-environmental behaviour (PEB) is a multifaceted construct that refers to any observable individual action that supports or undermines the achievement of environmental sustainability objectives in workplace settings (Zhang et al., 2021). In the academic literature, this concept is discussed under various labels, including employee green behaviour, organisational citizenship behaviour for the environment, sustainable behaviour, eco-friendly conduct, and resource-conserving behaviour. Such behaviours are widely recognised as crucial in enhancing organisational environmental performance and competitive advantage (Farooq et al., 2022). Furthermore, PEB is increasingly viewed as the psychological foundation of corporate environmental responsibility (Zhang et al., 2021).

PEB may manifest as in-role behaviour (i.e. actions aligned with formal job requirements) or as extra-role behaviour involving discretionary, voluntary actions (Katz et al., 2023). These behaviours range from designing sustainable products and services to recycling, initiating environmental initiatives, or avoiding harmful environmental practices. Scholars frequently distinguish between these behavioural types to provide a more nuanced understanding of how PEB operates within organisational contexts (Amir & Sabri, 2023).

A few theoretical frameworks have been employed to explain the emergence, drivers, and mechanisms of PEB:

Theory of Planned Behaviour: This framework posits that behavioural intentions are determined by attitudes, perceived behavioural control, and subjective norms, which collectively influence the likelihood of engaging in pro-environmental actions (Rubel et al., 2021; Hossain et al., 2024). This theory remains one of the most widely used models in empirical research on workplace environmental behaviour.

Self-Determination Theory: Applied to explore how environmentally oriented transformational leadership enhances employee well-being, with PEB as a mediating mechanism (Hossain et al., 2024; Sachdeva & Singh, 2024; Soni, 2023). In certain cultural contexts, such as China, Self-Determination Theory has also been applied to show that extrinsic motivators, including green compensation, may reduce intrinsic motivation (Zhang & Sun, 2021).

Focus Theory of Normative Conduct: This theory distinguishes between injunctive norms (perceived social approval) and descriptive norms (perceptions of others' actual behaviour). It has been used to understand how green management practices influence PEB both within and beyond the workplace (Jaich et al., 2023b).

Cognitive Dissonance Theory: Suggests that individuals are motivated to maintain internal consistency. Research shows that when green training and extrinsic incentives are applied simultaneously, they may cause dissonance, prompting either behavioural change or internal attitude adjustment (Bentler et al., 2023; Zhang & Sun, 2021).

Ability – Motivation – Opportunity Theory: Commonly used in HRM research, this theory explains how green HR practices enhance employees’ competencies, motivation, and opportunities to engage in environmentally responsible actions (Faezah et al., 2022b; Rubel et al., 2021; Sachdeva & Singh, 2024).

Job demands-resources model: This model explores how organisational resources, such as perceived support, enhance individual capacities (for instance, green self-efficacy), thereby fostering pro-environmental behaviour (Zhou et al., 2022).

Social Identity Theory: Argues that employees’ identification with environmentally responsible organisations reinforces their pro-sustainability self-concept and increases their alignment with environmental goals (Sachdeva & Singh, 2024).

Spillover Effects Theory: Empirical studies indicate that workplace interventions, including food waste reduction programs, may produce positive behavioural spillover into employees’ personal lives, thereby extending the influence of organisational sustainability efforts (Wang et al., 2022; Jaich et al., 2023a, 2023b).

In summary, research on PEB makes a substantial contribution to achieving the Paris Climate Agreement targets and the broader effort to address escalating environmental challenges (Bentler et al., 2023). The expanding theoretical and empirical literature highlights the significance of PEB not only for organisational transformation but also for advancing societal progress towards sustainable development.

2.2. Organizational Drivers of PEBs

Organisations play a pivotal role in shaping and encouraging employees’ pro-environmental behaviour, which in turn enhances environmental performance and strengthens competitive advantage (Katz et al., 2023; Li et al., 2023). The principal organisational determinants are outlined below.

Green Human Resource Management (GHRM). GHRM refers to a set of human resource practices designed to achieve environmental objectives and is increasingly recognised as a core dimension of corporate social responsibility (Merlin & Chen, 2022). These practices include green recruitment and selection, training, performance appraisal, rewards, and job design (Farooq et al., 2024; Merlin & Chen, 2022; Rubel et al., 2021; Zhang & Sun, 2021).

Empirical research confirms that GHRM significantly fosters employees’ pro-environmental behaviour (Chen & Wu, 2022; Farooq et al., 2024; Patwary et al., 2023; Rubel et al., 2021; Sachdeva & Singh, 2024; Yu et al., 2023). It also supports the development of green values and organisational culture (Merlin & Chen, 2022).

However, evidence from the Chinese context indicates that the intensive implementation of both green compensation and training may produce unintended effects. This combination can undermine intrinsic motivation by overemphasising extrinsic incentives and may induce cognitive dissonance, thereby diminishing employees’ engagement in pro-environmental practices (Zhang & Sun, 2021).

Leadership. Responsible leadership has been shown to significantly enhances employees’ pro-environmental behaviour, with perceived organisational support for the environment and green self-efficacy acting as key mediating variables (Zhou et al., 2022). Environmentally focused transformational leadership is also positively associated with employees’ subjective well-being, as mediated by green behavioural outcomes (Soni, 2023). Research (Afsar et al., 2016; Graves & Sarkis, 2018) demonstrates that environmentally conscious leadership significantly influences employee behaviour through motivational strategies, personal example, and trust-building.

Green transformational leadership improves environmental performance by promoting green autonomy, particularly when supported by a robust green organisational culture (Katz et al., 2023). In addition, green inclusive leadership has been identified as a catalyst for proactive, pro-environmental behaviour (Patwary et al., 2023, 2024).

Moreover, support from leaders and peers plays an important role in fostering employees’ environmental engagement (Bentler et al., 2023; Katz et al., 2023).

Organisational Culture and Climate. A green organisational culture is positively correlated with both pro-environmental behaviour and overall environmental performance (Faezah et al., 2022b; Hossain et al., 2024; Li et al., 2023; Merlin & Chen, 2022). Some studies emphasise the importance of fostering an environmental climate within organisations to achieve this (De Roeck & Farooq, 2018; Norton et al., 2015). This contributes to the formation of shared values that drive pro-environmental behaviours.

Perceptions of a green work climate have been shown to mediate the relationship between GHRM and employees’ environmental actions (Alshebami, 2021; Rubel et al., 2021). Furthermore, a psychologically supportive green climate plays a critical role in encouraging sustainable behaviour (Faezah et al., 2022a; Rubel et al., 2021).

Workplace culture has also been identified as an important factor influencing the effectiveness of persuasive strategies in sustainability interventions (Kalamaras et al., 2024).

Job Characteristics. Job autonomy has been identified as the most significant predictor of counterproductive environmental behaviour, although it remains essential for the success of behaviour change initiatives (Katz et al., 2023; Bentler et al., 2023).

Social support from co-workers is particularly influential in encouraging both task-related and proactive environmentally friendly behaviour (Katz et al., 2023). Job demands also affect employee performance and may indirectly influence engagement in sustainability initiatives (Katz et al., 2023).

Other Organisational Initiatives and Factors. Corporate social responsibility (CSR) directly promotes pro-environmental behaviour, with employee well-being and green self-efficacy acting as mediators (Rubel et al., 2021; Zhang et al., 2021; Patwary et al., 2024; Liu et al., 2024). CSR initiatives are also linked to improved environmental outcomes at the organisational level (Li et al., 2023).

Environmental management practices shape employee behaviour by establishing descriptive social norms within peer groups (Jaich et al., 2023b).

External monitoring, including public, media, governmental, and regulatory oversight, along with corporate environmental responsibility (CER), significantly contributes to the adoption of pro-environmental behaviour. This is particularly evident in waste management and repair processes (Yu et al., 2023).

Green innovation can enhance the positive relationship between CSR and environmental performance by acting as both a mediator of green behaviour and a moderator of the GHRM – PEB link (Li et al., 2023).

Organisational attractiveness and reputation are outcomes associated with effective GHRM and green culture, as employees are more motivated to work for environmentally responsible employers (Merlin & Chen, 2022).

Among GHRM components, green training is considered the most consistent and effective mechanism for fostering PEB (Farooq et al., 2024; Unsworth et al., 2021).

Finally, recommendation systems and digital technologies have been shown to support energy-efficient decision-making by enhancing the effectiveness of persuasive communication strategies (Kalamaras et al., 2024). Employees’ energy-related awareness and behaviour also hold significant potential for improving energy efficiency, particularly in commercial and service sector buildings (Kalamaras et al., 2024).

2.3. Research Gaps and Opportunities for Future Research

Despite the increasing interest in PEBs, several gaps remain. Notably, there is a distinct lack of research examining how employees’ pro-environmental behaviours are initiated, supported and sustained under wartime conditions. However, limited scholarly attention has been paid to this issue. One notable example is Strilchuk’s (2023) study, which examined the role of community identification in fostering pro-environmental behaviour among Ukrainians during the war. However, this study focuses on the societal level, rather than workplace or organizational dynamics. Consequently, the implementation, support, and development of employees’ pro-environmental behaviours in wartime organizational contexts remain underexplored. This represents an emerging and uncharted academic field with considerable potential for theoretical and empirical advancement.

Despite the growing interest in pro-environmental employee behaviour and significant progress in this field, several research gaps remain, offering promising avenues for future research.

Understanding how Ukrainian companies respond to crisis conditions through employee-driven environmental behaviour is timely and necessary, especially because it intersects with resilience, innovation, and sustainability.

4.1. Trends and Scientific Approaches in the Study of Pro-Environmental Employee Behaviour

A bibliometric analysis was conducted using the Biblioshiny app (Aria & Cuccurullo, 2017; R Core Team, 2014; RStudio Team, 2020) to examine the trending topics in PEB research. Data were collected from the Scopus and Web of Science databases using standardised search queries. The results (Figure 1) show a steady and growing interest in employee environmental behaviour, with emerging focus areas such as "green human resource management", "environmental efficiency", and "green transformational leadership."

Figure 1

1a) 

1b) Source: Authors’ elaboration based on data retrieved from the Scopus and Web of Science databases processed using the Biblioshiny application (Aria & Cuccurullo, 2017; R Core Team, 2014; RStudio Team, 2020).

Key observations revealed several significant trends in this field.

First, the scope of scientific enquiry has considerably expanded. While earlier studies primarily focused on broad concepts such as environmental sustainability, recent research increasingly addresses specific topics such as green human resource management, environmental efficiency, and green transformational leadership.

Organisational leaders have emerged as central figures in implementing environmental initiatives. Their actions shape corporate culture, which in turn fosters environmental responsibility among employees.

Another important observation is the global nature of this research domain. A review of studies conducted in different countries demonstrates that environmental challenges transcend national borders and require coordinated international efforts to develop effective solutions.

Furthermore, there has been a gradual increase in environmental awareness among employees and organisations. This trend encourages the adoption of new environmental practices and supports the integration of sustainability principles into daily business operations.

Based on this analysis, three key phases in the evolution of scientific approaches to pro-environmental employee behaviour can be distinguished. These phases reflect a transition from abstract theoretical constructs to applied managerial tools, aligned with broader shifts in international environmental and social policies.

The chronological progression of scientific discourse on PEBs can be summarised as follows:

Figure 2Thematic evolution map of keywords from 1982 to 2024 concerning pro-environmental behaviour research (Scopus) Source: Authors’ development via the Biblioshiny app (Aria & Cuccurullo, 2017; R Core Team, 2014; RStudio Team, 2020).

These stages correspond to the progression of research from abstract principles to applied models in corporate settings. The shift from foundational theories to implementation practices reflects a broader trend toward operationalising sustainability strategies. Notably, this evolution directly resonates with the contemporary challenges faced by Ukrainian companies operating in wartime conditions.

Formation of Fundamental Concepts (1982-2013). This period represents the initial phase of research, during which the primary focus was on studying fundamental concepts such as "attitudes" and "motivation." Scientific work has largely been dedicated to the theoretical justification of environmental behaviour and its impact on corporate cultures. This emphasis was closely linked to the global emergence of the environmental agenda following the adoption of key documents, such as Our Common Future (1987) and the Rio Declaration (1992), which laid the foundation for sustainable development.

Institutionalisation and Development of Managerial Approaches (2014-2020). This period witnessed a dynamic expansion of the research field, driven by a growing interest in the applied aspects of environmental behaviour. New concepts emerged, including "green human resource management," "green practices," and "organizational citizenship behaviour for the environment." This trend was partially influenced by the Paris Climate Agreement (2015), which spurred companies to integrate sustainability into their operations, and by the adoption of the United Nations Sustainable Development Goals (SDGs) in 2015.

Deepening of individualised and global approaches (2021-2024). The most recent period reflects contemporary trends that emphasise leadership responsibility, employee mindfulness, and global environmental challenges such as climate change. The emergence of topics such as "responsible leadership”, "mindfulness”, and "climate change" illustrates the integration of new tools and strategies into corporate practices. This phase also reflects the impact of the COVID-19 pandemic, which led to a reassessment of resource management approaches and environmental resilience, as well as the launch of new climate initiatives announced at COP26 (2021).

Considering that the years 2021-2024 coincide with major global disruptions, including the COVID-19 pandemic and the full-scale war in Ukraine, this period warrants closer examination. The following thematic map illustrates how research has responded to these challenges by prioritising leadership, resilience, and employee responsibility (Figure 3).

Figure 3Thematic map of topics discussed (2021-2024), Scopus Source: Authors’ development via the Biblioshiny app (Aria & Cuccurullo, 2017; R Core Team, 2014; RStudio Team, 2020).

Themes positioned in the lower-right quadrant of the map (Basic Themes) exhibit high centrality and low density, indicating their strong relevance and influence within the research domain. Primary themes include “environmental behaviour”, “green human resource management practices”, “sustainability”, and “responsible leadership”. Their significance lies in integrating environmental aspects into corporate strategies and promoting responsible management practices.

Themes in the upper-right quadrant (Motor Themes) are well developed and possess high centrality. Topics such as “green behaviours”, “green work engagement”, and “job satisfaction” suggest that environmental principles are increasingly embedded into workplace routines, with employee motivation and engagement playing a pivotal role in enhancing job satisfaction and overall performance.

Themes located in the upper-left quadrant (Niche Themes) are characterised by high density but lower centrality. These include “circular economy”, “employee ecological behaviour”, and “green initiatives”. While representing highly specialised areas, these topics are still emerging in terms of broader academic or practical adoption, although they hold significant potential for future development.

The lower-left quadrant features Emerging or Declining Themes, such as “workplace spirituality” and “connectedness to nature”. Their low centrality and density may indicate a lack of integration into mainstream academic discourse and insufficient conceptual development in contemporary scientific studies.

Overall, the thematic map indicates that research on pro-environmental employee behaviour is evolving dynamically, particularly in relation to green management practices and motivational factors. Topics such as responsible leadership, employee engagement, and environmental behaviour have become embedded in mainstream academic discourse and organisational practices. In contrast, niche and emerging areas, such as the circular economy and nature-related values, offer promising avenues for further investigation.

These conceptual clusters provide a broad foundation for theoretical models and empirical hypotheses that may be adapted to the wartime context of Ukrainian enterprises. They offer valuable guidance for developing sustainable strategies under crisis conditions and fostering pro-environmental organisational cultures despite resource constraints and systemic disruption.

Building on this foundation, it is important to examine how specific thematic areas identified through bibliometric analysis can inform strategic decision-making in Ukrainian companies. The following key insights from the thematic map highlight not only prevailing global research priorities but also indicate which directions are most relevant for strengthening corporate resilience and supporting employee-led sustainability initiatives in the context of the war.

Key insights from the thematic map analysis

These findings highlight that while a broad spectrum of pro-environmental themes has gained traction in global academic discourse, their applicability varies according to the institutional, cultural, and crisis-specific contexts in which organisations operate. For Ukrainian enterprises navigating the dual pressures of wartime disruption and sustainability commitments, focusing on well-established themes (such as green HRM, responsible leadership, and employee engagement) offers a practical entry point for implementing resilient environmental strategies. Simultaneously, exploring niche areas such as the circular economy or green innovation may yield long-term benefits by fostering adaptability and resource efficiency in the face of uncertainty.

Taken together, these themes provide a structured lens through which to analyse national policy (Section 4.2) and corporate practices (Section 4.3) concerning pro-environmental behaviour. The bibliometric results thus serve not only as a descriptive overview of scholarly evolution but also as a conceptual foundation for examining real-world implementation in crisis conditions.

4.2. National Specifics of Implementing Pro-Environmental Behaviour in Ukraine

The national approach to implementing pro-environmental behaviour in Ukraine is shaped by fundamental regulatory documents aimed at gradually integrating European standards (Table 2).

Ukraine's national regulatory framework governing the implementation and promotion of pro-environmental behaviour among employees encompasses various aspects of environmental activity. A cornerstone of this framework is the Law of Ukraine on Environmental Protection (Verkhovna Rada of Ukraine, 1991), which defines the rights and responsibilities of businesses regarding environmental protection, including integrating environmental standards into workplaces.

The Law of Ukraine on Waste Management (Verkhovna Rada of Ukraine, 2022) is a key document in the waste management sector, aligning national legislation with European standards. It promotes circular economy principles, emphasises employee involvement in waste sorting, recycling, and reduction, and highlights corporate responsibility in these areas.

In the field of energy efficiency, the Law of Ukraine on Energy Efficiency (Verkhovna Rada of Ukraine, 2021) plays a crucial role in fostering a culture of energy conservation through the adoption of energy-efficient technologies, employee training, and developing environmental competencies.

Ukraine’s environmental policy is further outlined in the Law on the Basic Principles (Strategy) of the State Environmental Policy of Ukraine for the Period up to 2030 (Verkhovna Rada of Ukraine, 2019), which includes provisions for enhancing environmental awareness among the population and enterprise employees. Additionally, the National Waste Management Strategy until 2030 (Cabinet of Ministers of Ukraine, 2017) establishes circular economy principles aimed at promoting environmentally responsible behaviour in the workplace.

These regulatory acts lay the foundation for developing environmental consciousness among employees and implementing practices that align with contemporary environmental challenges.

The European Union’s regulatory framework emphasises the integration of environmental principles into various aspects of business operations, including workforce engagement. The European Green Deal (European Commission, 2019) serves as the strategic foundation for decarbonising the economy, implementing circular economy models and transforming labour markets. For instance, the Industrial Emissions Directive (Directive 2010/75/EU; European Parliament & Council of the European Union, 2010) sets environmental standards that require active employee participation in compliance measures. Likewise, the Waste Framework Directive (Directive 2008/98/EC; European Parliament & Council of the European Union, 2008, amended by Directive 2018/851 (European Parliament & Council of the European Union, 2018)) includes provisions that encourage environmentally responsible behaviour within organisations.

EU member states also have their own national regulatory frameworks that support green economies. In Germany, the Circular Economy Act (Bundesministerium der Justiz, 2012) promotes corporate environmental responsibilities. Sweden’s Environmental Code (Svensk författningssamling, 1998) mandates environmental training for employees. In France, the Law on Energy Transition for Green Growth (Journal Officiel de la République Française, 2015) facilitates workplace green initiatives, whereas Italy’s Environmental Management Law (Gazzetta Ufficiale della Repubblica Italiana, 2006) requires companies to adhere to environmental responsibility.

Thus, the regulatory frameworks in both Ukraine and the EU outline pathways for integrating pro-environmental behaviour into business practices, ensuring alignment with contemporary sustainability challenges.

Importantly, the Ukrainian regulatory framework strongly aligns with the basic themes identified in the bibliometric analysis presented in Section 4.1. These include sustainability, environmental behaviour, and responsible leadership. The emphasis on energy efficiency, environmental education, and step-by-step implementation of circular economy principles provides a foundation for institutionalising environmental practices at the organisational level.

Simultaneously, a comparison with EU standards highlights areas for potential advancement, particularly in terms of harmonising regulatory depth, standardising implementation tools, and expanding training programmes for employees. These observations reflect the global trends identified in the latest academic literature and create a solid policy context for exploring how Ukrainian companies respond to environmental challenges under wartime constraints.

The following sections examine how these regulatory conditions and international trends are translated into corporate strategies and employee behaviour in practice, drawing on case studies of leading Ukrainian companies during the war.

4.3. Practical Aspects of Implementing Pro-Environmental Behaviour in Ukrainian Companies During Wartime

The implementation of pro-environmental behaviour (PEB) in Ukrainian enterprises must be considered within the broader context of national development challenges and ongoing institutional transformation. Although Ukraine’s regulatory framework increasingly incorporates key environmental principles and aligns with European standards (as discussed in Section 4.2), translating these provisions into consistent workplace practices remains a significant challenge, particularly under wartime conditions.

According to the Ministry of Environmental Protection and Natural Resources of Ukraine, more than 400 million tons of waste are generated annually in Ukraine, of which only 5-7% is recycled or reused. In comparison, the municipal waste recycling rates in EU countries exceed 45% (European Environment Agency, 2023b). In 2021, only 6% of Ukraine’s municipal waste was processed for recycling (Ministry of Environmental Protection and Natural Resources of Ukraine, 2021).

In the field of energy efficiency and renewable energy, the situation in Ukraine significantly differs from that of the EU. In 2022, the share of renewable energy sources in Ukraine was 13%, whereas the EU average exceeded 22% (Eurostat, 2022).

Despite the promotion of circular economy principles in Ukraine, only 2% of companies have officially implemented resource reuse strategies (Ministry of Environmental Protection and Natural Resources of Ukraine, 2021). In EU countries, this direction is actively developing, with companies implementing sustainable development programs that include energy-saving measures, waste minimisation, and a shift to clean energy sources. In 2022, the average ESG score of the largest European companies was 80.9, indicating leadership in environmental, social, and governance (ESG) indicators (European Environment Agency, 2023a).

Thus, despite some progress in implementing pro-environmental behaviour, Ukrainian companies still face numerous obstacles, such as a low level of environmental culture, insufficient employee motivation, and limited resources for sustainable initiatives. Simultaneously, the experience of EU countries demonstrates that a systematic approach to environmental business transformation can significantly enhance corporate competitiveness and efficiency.

Given the coexistence of systemic barriers to transformation and emerging opportunities for innovation, the practical dimension of PEB implementation in Ukraine merits a closer examination. To better understand how Ukrainian enterprises respond to these challenges, this study explores the environmental initiatives introduced by leading companies that are signatories of the UN Global Compact. These include MHP SE, Naftogaz Group, Kernel Holding S.A., Astarta Holding N.V., Nova Poshta (operating in the EU under the name Nova Post), DTEK Group, and Kyivstar.

These companies represent key sectors of the Ukrainian economy, including agriculture, energy, logistics, telecommunications, and food production, and provide valuable insights into how pro-environmental behaviours are promoted across diverse organisational contexts. The selected cases are particularly relevant, as all companies have publicly committed to the United Nations Sustainable Development Goals (SDGs), with several continuing to implement or even expand their environmental initiatives since the onset of the full-scale war in 2022 (Table 3).

This selection of companies enabled a nuanced examination of pro-environmental behaviour across diverse sectors, including agriculture, energy, logistics, telecommunications, and manufacturing. This provides a basis for assessing how wartime conditions shape the scope, intensity, and orientation of sustainability initiatives and how companies adapt their environmental strategies in response to systemic disruptions.

The subsequent analysis focuses on two interrelated dimensions. First, it explores the nature and scope of pro-environmental initiatives implemented by these organisations during the war, with particular emphasis on energy efficiency, waste management and employee engagement. Second, it examines how environmental awareness and corporate environmental culture have evolved among employees in the context of wartime challenges, constrained resources and heightened operational risks.

Together, these perspectives contribute to a deeper understanding of how Ukrainian enterprises navigate the complex interplay between environmental responsibility and resilience and how employee-driven sustainability practices can be maintained and even strengthened in times of crisis.