Sustainability Crafting: How Employees Translate Sustainability Intentions Into Green Behaviors

ABSTRACT Despite growing organizational emphasis on sustainability, employees often fail to translate their sustainability intentions into workplace behaviors, resulting in a persistent intention–behavior gap. Drawing on the theory of planned behavior and the job crafting literature, we introduced sustainability crafting as a key behavioral mechanism linking sustainability intentions to green organizational citizenship behavior (green OCB). We also examined the use of green empowering leadership and green human resource management (HRM) practices as organizational enablers. Using a three‐wave research design, we collected data from a representative sample of 385 Dutch employees. The results of the structural equation modeling revealed that sustainability crafting mediated the relationship between sustainability intentions and green OCB. However, neither green empowering leadership nor green HRM practices significantly moderated the relationship between sustainability intentions and sustainability crafting. Furthermore, green empowering leadership was positively associated with both sustainability crafting and green OCB, whereas green HRM practices were not significantly associated with these outcomes after accounting for leadership. These findings contribute to the sustainability and job crafting literature by clarifying how employees translate sustainability intentions into workplace behaviors.