Means–ends decoupling? Unpacking the influence of corporate environmental responsibility on green human resource management and managerial unethical pro-organizational behavior

Purpose Drawing on role theory and the behavioral perspective of strategic management, this study explores the potential for means–ends decoupling in the implementation of corporate environmental responsibility (CER) and green human resource management (GHRM) practices, which could lead to unethical pro-organizational behavior (UPB) among managers. Design/methodology/approach Data were collected from 244 managers in the Chinese oil industry using questionnaire surveys distributed at three time points. The hypothesized relationships were tested using the PROCESS macro in SPSS. Findings This study uncovers an intriguing dynamic between managers’ CER experiences and their GHRM implementation. When managers have a strong sense of CER, it is often aligned with robust GHRM practices within their organizations. However, the research also highlights a potential downside: when managers perceive a high level of green accountability, it can create pressure that leads to UPB, regardless of the otherwise positive intentions within GHRM. Practical implications This study provides practical guidance for organizations with the aim of fostering environmentally responsible HRM practices while mitigating the risk of unethical managerial behavior. Originality/value The growing imperative regarding environmental responsibility has prompted organizations to integrate green practices into their HRM strategies. However, few studies have investigated the strategic alignment and potential negative consequences of GHRM practices. This study highlights the complexity of managing environmental responsibilities and illustrates the potential unintended consequences of CER that could lead to unethical behavior within the organization.