We are currently experiencing an unprecedented environmental crisis, with dramatic loss of biodiversity and natural resources. Today, Corporate Social Responsibility (CSR) is a crucial factor for organizations and businesses, as it greatly influences their reputation within society. An organization should not solely focus on increasing profits but must also consider its social and environmental impact. To improve an organization’s sustainable performance, it is essential that employee behavior becomes more environmentally friendly.

Within this context, a relatively new concept has emerged, known as Organizational Citizenship Behavior for the Environment (OCBE). Numerous scientific studies demonstrate that when organizations implement CSR programs, they enhance their OCBE, which in turn improves their performance, particularly in terms of environmental outcomes. 

OCBE refers to voluntary, unrewarded environmental activities that go beyond job requirements within an organizational setting. Examples include seeking ways to make facilities and products more sustainable or offering environmental guidance to colleagues (Anwar et al., 2020). OCBE reflects employees’ willingness to cooperate with their organization to conduct events and actions that protect the environment, beyond their standard work obligations. In this way, OCBE represents discretionary, environmentally friendly behavior that helps the organization reduce its environmental costs and improve its environmental image (Anwar et al., 2020). Often, organizational environmental actions focus heavily on achieving renewable energy and low-carbon emission goals through the promotion and adoption of governmental policies (Malik et al., 2020) and green technology innovations (Malik et al., 2021). However, the role of active environmental behaviors by employees in transforming the organization into a green, low-carbon entity is frequently overlooked by organizations and businesses.

Achieving low-carbon emissions within organizations does not depend solely on restrictions and strict regulations, but also requires active participation and collaboration from employees. Therefore, it is important to pay attention to employees’ OCBE. OCBE involves discretionary, environmentally friendly behaviors within the organization. This constructive employee behavior not only enhances organizational environmental efficiency but also bridges environmental gaps beyond the formal environmental management systems in place (Malik et al., 2021).

OCBE is a discretionary behavior that is not recognized by formal organizational reward systems but undeniably contributes to the organization's environmental performance (Boiral, 2009). Another example of OCBE is when employees propose ideas for reducing resource and energy consumption or take action to persuade colleagues to adopt more environmentally friendly work practices (Boiral and Paille, 2012). On one hand, it is clear that OCBE complements and interacts with the formal environmental management systems in the organization, covering environmental gaps that are not addressed by the organization’s regulatory frameworks. On the other hand, OCBE can directly help the organization reduce its environmental costs and enhance its environmental reputation (Paille et al., 2014; Alt and Spitzeck, 2016; Zhang and Liu, 2016).

The concept of OCBE was first proposed by Boiral in 2009 and has since attracted the attention of many scholars. Numerous studies have confirmed OCBE’s role in improving organizations' environmental performance (Paille et al., 2013; Alt and Spitzeck, 2016) and have explored mechanisms to promote it at both individual (e.g., employee participation capabilities) and organizational levels (e.g., organizational supervision) (Alt and Spitzeck, 2016). A supportive, environmentally friendly climate within organizations also plays a crucial role in fostering OCBE (Zientara and Zamojska, 2018).

In recent years, it has become evident that promoting OCBE through a transformational leadership lens can accelerate the transition to low-carbon organizations. Research shows that the vision of transformational leaders inspires employees to implement their organization’s OCBE policies. Various internal and external employee incentives can also motivate OCBE. Leadership styles are instrumental in promoting OCBE and a CSR approach focused on low carbon emissions. Additionally, green training and organizational culture significantly impact OCBE. When an organization provides green training programs and creates opportunities for employees to learn, employees are more likely to reciprocate with environmentally beneficial behaviors. OCBE is also considered one of the behaviors that contribute most to environmental management within organizations (e.g., Raineri and Paillé, 2016; Robertson and Barling, 2017).

In conclusion, OCBE encompasses a range of sustainable activities, such as waste management in the workplace, recycling, and carbon emission reduction efforts. It also includes encouraging employees to adopt environmentally friendly practices (Anwar et al., 2020). OCBE requires voluntary actions and behaviors from employees that often extend beyond formal work procedures and rewards (Micheli et al., 2020). OCBE not only enhances an organization’s environmental performance but also improves its financial results. Ultimately, OCBE has a significant positive impact on the environmental performance of organizations and will help them contribute meaningfully to solving environmental problems, including global warming and climate change (Anwar et al., 2020; Malik et al., 2020).