The Role of Corporate Environmental Responsibility in Driving Sustainability-Oriented Employee Engagement: A Moderated Mediation Model

Abstract

With growing public concern over environmental issues, organizations are facing increasing pressure to demonstrate a genuine and measurable commitment to environmental sustainability. In this context, understanding how corporate environmental responsibility (CER) shapes employee engagement (EE) is essential. This understanding helps align organizational behavior with both internal goals and broader societal expectations. Although the impact of corporate social responsibility (CSR) on EE has been widely studied, the specific role of CER—a key subdimension of CSR—remains underexplored. To address this gap, we developed a moderated mediation model grounded in social exchange theory, social identity theory, and signaling theory. This model aims to reveal how CER influences EE and through which mechanisms. Based on survey data from 418 employees in large Chinese manufacturing firms, our results show that perceived CER significantly enhances EE. This effect occurs primarily through the strengthening of organizational pride. Furthermore, online media coverage reinforces the relationship between perceived CER and organizational pride. It also amplifies the indirect impact of perceived CER on EE via this pride. These findings contribute to the corporate sustainability literature by showing how credible and visible environmental actions can enhance employee alignment and engagement. Practical implications are discussed for organizations seeking to connect managerial priorities with society’s call for transparent and authentic environmental initiatives.

1. Introduction

Corporate environmental responsibility (CER), which is a distinct yet integral facet of corporate social responsibility (CSR), reflects the extent to which firms seek to mitigate environmental degradation and promote ecological sustainability [1]. Amid escalating public concern over climate change, pollution, and biodiversity loss, organizations face mounting societal and stakeholder pressure to exhibit a transparent and verifiable commitment to environmental sustainability [2,3]. Such external expectations not only inform corporate environmental strategies but also exert a profound internal influence, particularly in shaping employee engagement (EE). While prior studies have demonstrated an association between CSR and EE [4,5], they frequently conflate CSR with its environmental dimension, namely CER [6,7]. Notably, elevated CSR ratings do not inherently equate to robust environmental responsibility [8]. Given the pivotal role employees play in advancing organizational sustainability, it is imperative to investigate how their perceptions of CER affect their EE.

Existing research indicates that organizations actively engaging in social responsibility are more likely to cultivate a heightened sense of organizational pride among employees [7,9]. When firms proactively embrace CER, employees may perceive their work as contributing to societal and environmental well-being, thereby fostering organizational pride. This sentiment is further reinforced by favorable public perception, enabling employees to receive social affirmation through their personal networks [10,11]. Concurrently, employees who experience organizational pride tend to exhibit greater willingness to contribute effort toward organizational advancement [12]. Specifically, proud employees may reciprocate through discretionary, extra-role behaviors, and they are likely to sustain these efforts to uphold their sense of pride. Accordingly, we posit that employees’ organizational pride serves as a critical mediating mechanism linking perceived CER to EE.

In the digital era, online media serves as a vital conduit for the corporate communication of environmental responsibility to the public, and as a primary information source for employees regarding corporate environmental practices [13]. This shift has facilitated easier access to relevant information for environmentally conscious audiences, thereby amplifying the influence of online media in shaping a firm’s external environmental image. Specifically, the frequent media coverage of CER initiatives enhances the perceived credibility of a company’s environmental image and may concurrently elevate employees’ sense of organizational pride, thereby motivating higher levels of EE [7]. Conversely, the absence of such coverage may undermine this reinforcement mechanism. Zhu et al. [14] further emphasized the moderating role of online media coverage in shaping the relationship between external stimuli and employee attitudes. Therefore, we propose that media coverage functions as a moderator in the relationship between employees’ perceptions of CER and their organizational pride. Incorporating online media coverage into our theoretical framework enables a more nuanced understanding of the pathway through which perceived CER influences EE via organizational pride, thereby offering novel implications for future research.

Building on this foundation, the present study draws upon social exchange theory, social identity theory, and signaling theory to develop a moderated mediation model incorporating organizational pride and online media coverage, with the aim of elucidating the mechanism through which CER affects EE. This study makes three key contributions to the literature on corporate sustainability. First, by examining the link between perceived CER and EE in the context of Chinese manufacturing firms, this study advances the literature on green human resource management. Second, it explores the mediating role of organizational pride, thereby deepening insight into the underlying mechanisms connecting perceived CER to EE. Third, by incorporating online media coverage as a moderating variable, this study identifies boundary conditions that shape the strength of the perceived CER–EE relationship, offering actionable insights for organizational practice. Additionally, the findings yield actionable recommendations for fostering EE in manufacturing organizations. What makes this study unique is its integration of psychological mechanisms and external communication factors into a unified model, which is applied within the underexplored context of Chinese manufacturing firms, thereby addressing a significant gap in existing research.

The remainder of this paper is structured as follows. Section 2 defines this study’s core concepts, elucidates the theoretical mechanisms governing the relationships among variables, and formulates the corresponding research hypotheses. Section 3 details the questionnaire design, sampling strategy, and data collection procedures. Subsequently, Section 4 reports the outcomes of the common method bias tests, evaluates the reliability and validity of the measurement instruments, and presents the findings of the hypothesis testing. Section 5 then provides a comprehensive analysis of the theoretical contributions, managerial implications, and limitations of this study. Finally, Section 6 synthesizes the principal findings and highlights their broader implications.

2. Literature Review and Hypothesis Development

2.1. Corporate Environmental Responsibility (CER)

CER refers to the proactive integration of environmental considerations into a firm’s operational strategies and stakeholder relations, extending beyond regulatory compliance to demonstrate a commitment to ecological sustainability [15]. In contrast to traditional corporate social responsibility (CSR), which emphasizes the triple bottom line—economic, social, and environmental performance—to promote overall stakeholder welfare, CER places exclusive emphasis on a firm’s environmental performance and contributions [1]. At its core, CER addresses the relationship between corporations and the natural environment, obliging management to adopt a responsible stance on environmental issues—one that is also consistent with the firm’s long-term strategic interests [16].

CER encompasses four principal aspects, each differing in their impact on the effectiveness with which a company discharges its environmental duties. First, companies mitigate their environmental impact by reducing pollutant emissions, such as exhaust gases, wastewater, and solid waste, and by implementing appropriate recycling and treatment methods [17]. Second, reducing energy consumption and utilizing renewable energy sources are critical to demonstrating CER [18]. Third, by augmenting R&D investments, companies continuously innovate their production technologies, thereby reducing or preventing environmental damage from their products and contributing to biodiversity conservation [19]. Finally, organizations serve as role models while also motivating their workforce to participate in environmental preservation initiatives [20]. According to Sabokro et al. [21], the effective execution of CER relies heavily on the active involvement of internal personnel, which is essential for the overall success of a firm’s sustainability efforts.

2.2. Employee Engagement (EE)

EE denotes the emotional attachment and active involvement that an individual demonstrates toward their role and organization, and it is marked by a strong sense of affiliation and proprietorship that arises when fundamental material expectations are adequately met by the employer [22]. Extensive empirical research demonstrates that engaged employees are passionate about their roles, fully commit themselves to achieving organizational goals [23], and ultimately foster sustained competitive advantages for their organization [24]. In addition, they exhibit superior performance in balancing work–life relationships [25]. In the context of increasingly severe environmental challenges, adopting proactive CER, by taking actions such as reducing pollution and conserving resources, becomes a pivotal measure to enhance their social image [26]. Thus, EE may be seen as the eventual outcome of CER.

2.3. Perceived CER and EE

Over the past decade, scholarly interest in CER has significantly increased, primarily driven by its emphasis on embedding sustainability into corporate strategies and operational models. This paradigm encourages the integration of environmentally responsible initiatives, supports the development of a sustainability-oriented organizational culture, and emphasizes the importance of transparent sustainability reporting and informed ecological decision-making [27]. Companies actively implementing CER see themselves as accountable not only to their employees but also to society and future generations [28].

Extensive studies have demonstrated that employees’ perceptions of CER are instrumental in influencing their attitudes and actions in support of the organization’s socio-economic objectives [29]. Existing research predominantly investigates the associations between CER and distinct dimensions of EE, such as job satisfaction and emotional commitment [30,31]. To date, relatively few studies have systematically examined EE by concurrently analyzing its core dimensions—vigor, dedication, and absorption—thereby offering the potential for a more integrated understanding of CER’s impact on employees. Despite CER’s emergence as a salient theme in contemporary management scholarship, the empirical literature regarding its influence on EE remains underdeveloped. Moreover, while an expanding body of literature has highlighted the detrimental consequences of greenwashing—in which firms exaggerate or fabricate CER claims to project a deceptive image—this study contends that only the genuine fulfillment of CER commitments convinces employees that such values are authentically embedded within organizational practices [32]. Consequently, employees are more inclined to internalize these values and engage in behaviors that actively support CER initiatives.

Social exchange theory (SET) posits that human behavior is governed by reciprocal exchanges wherein individuals respond in accordance with the actions and contributions of others within social interactions [33]. Within organizational contexts, the employee–employer relationship can similarly be conceptualized as a social exchange wherein organizations deliver value through various mechanisms and employees reciprocate through positive behavioral responses. When employees perceive a genuine organizational commitment to CER—exemplified by initiatives such as pollution reduction and resource conservation—these efforts are often construed as signals of the firm’s dedication to societal and intergenerational well-being. Although such responsible practices may not directly target employees, they are cognitively attributed to the organization’s broader value orientation, thereby fostering emotional identification and organizational trust. This perception cultivates a psychological impetus among employees to reciprocate.

Moreover, social exchange relationships are inherently dynamic and long-term in nature [34]. Employees are unlikely to exhibit sustained behavioral responses to isolated environmental initiatives; instead, they continuously assess and recalibrate their trust in accordance with the organization’s consistent environmental conduct. When such responsible conduct is perceived as consistent and authentic, employees’ positive perceptions accrue over time, thus culminating in the formation of a stable psychological contract. This contract motivates employees to exceed formal job expectations—even in the absence of extrinsic incentives—thereby exemplifying the mechanism of “informal reciprocity” as articulated in SET.

In summary, when employees perceive that their organization proactively upholds its CER, they are inclined to reciprocate with elevated levels of engagement, contributing to organizational objectives through discretionary effort. Based on the arguments mentioned above, the following hypothesis is proposed:

H1. 

Perceived CER serves as a positive predictor of EE.

2.4. Perceived CER and Organizational Pride

Organizational pride is a key factor influencing the overall success of an organization [35,36]. Jones [37] conceptualizes organizational pride as an emotional experience characterized by self-esteem and satisfaction derived from one’s affiliation with or membership in an organization. Social identity theory (SIT) posits that individuals cognitively categorize themselves as members of social groups with shared attributes and are inclined to adopt behaviors congruent with group norms [38]. In light of escalating environmental challenges, public scrutiny regarding corporate adherence to CER has intensified. Organizations that proactively embed CER into their operational practices are more likely to garner public approval. Employees are more inclined to affiliate with reputable organizations [7] as doing so reinforces their professional identity and strengthens their sense of organizational pride. In contrast, when employees perceive that the company is not genuinely upholding its CER commitments—such as by engaging in greenwashing—it is unlikely to evoke organizational pride and may instead provoke skepticism and distrust [39].

Drawing upon SIT, we advance the following rationale: On one hand, when employees perceive their organization as actively fulfilling CER, they identify with a group that is committed to “caring for others and societal well-being” and “valuing sustainable development”. As members of such a group, they experience a heightened sense of organizational pride. Simultaneously, employees may interpret the organization’s environmental engagement as a reflection of its strength and competence. Employees’ organizational pride is heightened when they perceive their organization as excelling in CER compared to others. On the other hand, as participants in broader social networks, employees are inevitably shaped by evaluations of their families and the public. Organizations that actively fulfill CER frequently garner external recognition, which in turn elevates employees’ social standing and further strengthens their organizational pride. As demonstrated by Dunning [40], individuals frequently derive pride from their group affiliations as such connections bolster self-evaluation and signal elevated social status. Building upon the preceding rationale, the following hypothesis is formulated:

H2. 

Perceived CER is positively correlated with organizational pride.

2.5. Organizational Pride and EE

As previously noted, organizational pride constitutes a pivotal factor in driving corporate success. A growing proportion of organizations have incorporated fostering organizational pride into their management strategies, acknowledging its fundamental role in enhancing EE. Dai et al. [41] observed that employees’ affective responses to organizational initiatives significantly shape their subsequent behavioral outcomes. According to SET, employees who derive pride from their affiliation with the organization tend to experience heightened psychological fulfillment. In turn, they are more inclined to demonstrate proactive engagement in their work as a reciprocal response to organizational support. At this stage, employees transcend the role of mere task executors, perceiving the organization’s achievements as intrinsically linked to their own success, thereby fostering deeper intrinsic motivation. Such emotional resonance proves more effective in sustaining EE than reliance on obligation or monetary incentives alone [42].

By fostering psychological fulfillment, organizational pride motivates employees to engage more deeply in their work. This process satisfies employees’ intrinsic need for belonging and self-worth derived from organizational membership [12]. Moreover, favorable perceptions of the organization can stimulate employees to engage in discretionary, proactive behaviors that extend beyond their formal role responsibilities. Consequently, when employees feel pride in their organization’s actions, this affective response is likely to elicit reciprocal increases in work engagement. Prior research has consistently demonstrated a positive association between organizational pride and EE. Accordingly, the following hypothesis is proposed:

H3. 

Organizational pride is positively correlated with EE.

2.6. Mediating Role of Organizational Pride

According to SIT, organizational pride refers to a psychological state wherein employees gain self-esteem and a sense of fulfillment through their organizational affiliation [37]. CER, through the implementation of sustainable development practices, mitigates natural resource consumption and environmental degradation, thereby contributing to the cultivation and preservation of a favorable corporate image. Consequently, CER may serve as a pivotal factor in enhancing employees’ organizational pride. When employees perceive their organization as actively engaging in CER initiatives, this perception reinforces their organizational identification, aligning with prosocial and sustainability-driven group norms [38].

Meanwhile, SET elucidates the reciprocal relationship between organizational pride and heightened EE [33]. Organizations that actively implement CER strategies can instill a profound sense of organizational pride among employees. In turn, employees are more inclined to voluntarily uphold organizational interests, execute their duties with diligence, embrace additional responsibilities, actively engage in organizational initiatives, and contribute constructive feedback. Conversely, the absence of organizational pride may foster employee apathy, frequent grievances, or even turnover intentions, ultimately undermining collective morale and organizational performance.

In summary, perceived CER is positively correlated with organizational pride, given its critical role in shaping and sustaining a favorable public image. Moreover, organizational pride demonstrates a positive correlation with EE. This perspective posits that organizational pride functions as a critical mediating mechanism, translating perceived CER into elevated EE. In light of the preceding rationale, the following hypothesis is formulated:

H4. 

Organizational pride mediates the effect of perceived CER on EE.

2.7. The Moderating Role of Online Media Coverage

Signaling theory posits that in environments marked by information asymmetry, organizations can communicate their underlying qualities through observable signals, thereby influencing stakeholders’ perceptions and behaviors [43]. This theoretical framework offers a robust basis for examining how online media coverage moderates the relationship between perceived CER and employees’ organizational pride. Organizations that proactively engage in CER often aim to communicate their social responsibility and long-term vision to stakeholders—especially employees—through externally visible signals [44]. However, due to unequal access to information, employees who rely solely on internal communications may form incomplete or inaccurate perceptions of CER, thereby impeding the cultivation of organizational pride [45]. In this context, the visibility, credibility, and valence (sentiment) of such signals emerge as pivotal determinants of their effectiveness in eliciting employees’ organizational pride.

In the digital era, online media has emerged as a critical conduit for organizations to convey their CER practices to both internal and external stakeholders [46]. Owing to its immediacy and expansive reach, online media facilitates the rapid dissemination of CER activities to both employees and the broader public, effectively functioning as a signal amplifier. However, not all modes of online media are equally influential. Mainstream news outlets, with established journalistic standards, tend to carry higher credibility, while user-generated content on social media may vary in accuracy and influence. When CER efforts are widely covered by credible mainstream media, information that might otherwise remain confined within internal communication channels is socialized and rendered public, thereby substantially enhancing both its visibility and credibility. Exposure to such media increases the likelihood that employees will perceive the company’s CER initiatives as sincere and enduring, thereby fostering trust and emotional identification, which ultimately facilitates the development of organizational pride. Moreover, such positive signals may diffuse through employees’ social networks, enabling them to garner respect and recognition from family and peers owing to the company’s favorable public image, thereby reinforcing their organizational pride.

Moreover, such positive signals may diffuse through employees’ social networks, enabling them to garner respect and recognition from family and peers owing to the company’s favorable public image, thereby reinforcing their organizational pride. The sentiment of media coverage also plays a crucial role: positive tone enhances the affective signal strength, while a neutral or negative tone may dilute or even reverse the intended signal effect.

Furthermore, online media coverage performs a critical social validation function within this process [47]. As a relatively impartial third party, especially when the source is perceived as reputable, positive online media coverage carries an implicit endorsement effect, signaling to employees that their company has attained broader societal recognition. This external affirmation reinforces employees’ identification with organizational values, facilitating the emergence of emotional resonance—such as the feeling expressed through the statement “I belong to a responsible and accountable organization”—that ultimately enhances their sense of organizational pride. When media coverage is extensive, specific, positively valenced and credible, this identification is further consolidated. Conversely, when a company’s CER efforts receive limited media exposure or are inadequately reported, the dissemination of positive signals is weakened, which may undermine employees’ emotional attachment to the organization.

Given its potential to shape employee perceptions, online media coverage may function as a moderating variable in the relationship between perceived CER and organizational pride. As noted by Rodrigo et al. [48], organizations that actively engage with highly credible and positively toned media are more likely to enhance employees’ sense of organizational pride. Favorable online media coverage of CER contributes to the cultivation of a positive corporate reputation, which, in turn, reinforces employees’ organizational pride. Accordingly, drawing on signaling theory, we propose that not just the frequency but also the valence and credibility of media coverage amplify the positive association between perceived CER and employees’ organizational pride. Therefore, drawing upon the aforementioned reasoning, we advance the following hypothesis:

H5. 

Online media coverage moderates the link between perceived CER and organizational pride, amplifying this relationship under conditions of high online media coverage frequency.

2.8. Moderated Mediation

Besides expanding our understanding of how perceived CER directly relates to EE, another purpose of this research is to examine the role of organizational pride as a mediating mechanism between perceived CER and EE in the presence of online media coverage as a moderator. Furthermore, we imply that these hypotheses justify an integrative moderated mediation relationship in which online media coverage strengthens the indirect link between perceived CER with EE via organizational pride. This integrative re-search framework is supported by SET, SIT, and signaling theory. Furthermore, by applying SET and SIT to the perceived CER and EE link, organizational pride is considered an underlying mediating mechanism. Therefore, consistent with signaling theory, we posit that an increased frequency of online media coverage amplifies the indirect impact of perceived CER on EE via the mediating role of organizational pride. Therefore, based on these premises, the following hypothesis is proposed:

H6. 

Online media coverage moderates the indirect relationship between perceived CER and EE via organizational pride such that the indirect relationship will become stronger when online media coverage is frequent.

While SET, SIT, and signaling theory each offer distinct perspectives on how CER shapes employee attitudes and behaviors, this study aims to integrate them into a cohesive analytical framework that more systematically elucidates the underlying mechanisms of EE. Specifically, SET offers the foundational logic that employees interpret organizational CER as a positive signal within an exchange relationship, thereby increasing their willingness to reciprocate with greater levels of EE. However, the impact of CER on employee behavior is neither immediate nor direct; instead, it is mediated through internal psychological processes. Within these processes, SIT provides a crucial psychological account: when employees experience a sense of pride derived from their organization’s CER, this emotional identification fosters greater motivation to engage in constructive work behaviors. Furthermore, signaling theory underscores the pivotal role of external information in shaping this psychological process. Extensive online media coverage of an organization’s CER initiatives enhances their visibility and credibility, thereby amplifying employees’ organizational identification and reinforcing subsequent behavioral responses.

Accordingly, the integrative model proposed in this study adopts SET as the foundational framework, integrates SIT as the core psychological mediator, and employs signaling theory to account for the moderating influence of the external information environment on the link between CER perception and organizational identification. These three theories function in a structurally complementary manner, thus collectively contributing to a more comprehensive explanatory framework. This integrative perspective not only deepens our understanding of how CER fosters EE but also expands the theoretical frontiers of existing research.

Taken together, the theoretical model of this study is illustrated in Figure 1.

3. Methods

3.1. Questionnaire Design and Measures

All measurement scales employed in this study were adapted from well-established instruments, each of which has been previously validated and demonstrated robust reliability in empirical research. To ensure the conceptual equivalence and clarity of the measurement items, we implemented a rigorous translation and back-translation protocol in accordance with established cross-cultural research standards. Initially, experts translated the scales from English to Chinese, and subsequently, a separate group of translators back-translated them into English to maintain consistency between the Chinese and original English versions [49]. All items were evaluated using a standardized five-point Likert scale, with response options ranging from 1 (strongly disagree) to 5 (strongly agree). The specific operationalization of each construct is detailed below.

Perceived CER was measured using the environmental subscale of the corporate social responsibility scale developed by El Akremi et al. [1], comprising seven items. Wang et al. [50] validated this scale using samples from two manufacturing and logistics companies operating in Shandong Province, China, and reported the Cronbach’s alpha score (α = 0.93). The sample item is “Our company contributes toward saving resources and energy”.

We measured organizational pride using the three-item scale developed by Gouthier & Rhein [12]. Dong & Zhong [51] validated this scale using a sample from Chinese manufacturing companies and reported the Cronbach’s alpha score (α = 0.76). The sample item is “I feel proud to work for my company”.

EE was evaluated using the classic UWES-9 developed by Schaufeli et al. [52]. Cai et al. [53] validated this scale with a sample from the Chinese IT industry and reported the Cronbach’s alpha score (α = 0.94). The sample item is “I am immersed in my work”.

We measured online media coverage using the four-item scale adapted from Liu et al. [54], which demonstrated satisfactory internal consistency with a reported Cronbach’s alpha (α = 0.86). The sample item is “I often see our company highlighted as a typical example of successful CER practices in online media”.

To account for other potential determinants of EE, this study controlled for relevant variables at both the individual and organizational levels. At the individual level, prior research has demonstrated that gender [55], age [56], and educational attainment [57] are key determinants of EE. Additionally, Wen et al. [58] found that job level significantly influences EE. Furthermore, Peng [59] reported that employees exhibit varying levels of engagement before and after marriage. Consequently, gender, age, educational attainment, job level, and marital status were included as individual-level control variables in this study. At the organizational level, Dhir et al. [60] proposed that variations in ownership structure can influence EE. Moreover, Danese et al. [61] found that, compared to small and medium-sized enterprises, large corporations place greater emphasis on environmental reputation and allocate more resources to sustainability initiatives. Accordingly, ownership structure and firm size were included as organizational-level control variables. Consequently, ownership and firm size were selected as control variables. Given that all of the above variables are categorical, they were transformed into dummy variables for the regression analysis conducted in this study.

3.2. Sample and Data Collection

We selected Chinese manufacturing firms as the research subject because they are well-suited to the context of our study for several reasons: First, China holds the distinction of being the world’s largest manufacturing nation; however, its rapid industrial expansion has precipitated severe environmental challenges. Chinese manufacturing firms are experiencing escalating pressure from stakeholders [62]. Second, environmental awareness is emerging as an increasingly critical driver of competitive advantage in the global market. These firms earn public recognition by proactively assuming environmental responsibilities. Finally, the participant sample was drawn exclusively from a single industry—manufacturing—and a single country—China, an East Asian nation—thereby minimizing the potential confounding effects of cross-national or cross-industry variation.

This study enlisted a randomized sample of 550 employees drawn from large manufacturing firms located in key metropolitan areas throughout China. Following the procedural recommendations outlined by Podsakoff et al. [63] to reduce common method bias, the data were gathered across three separate stages: June–August 2024, October–December 2024, and February–April 2025. Each data collection wave was spaced at approximately six-week intervals to ensure sufficient temporal separation between measurements.

During the first wave of data collection (Time 1 or T1), information was gathered from 550 employees concerning their demographic profiles and perceptions of CER. After a six-week interval, in the subsequent wave (Time 2 or T2), the same cohort of participants was reengaged and asked to assess their levels of organizational pride as well as their perceptions of online media coverage concerning CER. A total of 468 employees responded in this phase. Six weeks following T2, the third wave (Time 3 or T3) began, during which 418 employees assessed their level of EE.

Ultimately, complete longitudinal data were obtained from 418 employees who participated in all three survey waves, yielding an effective response rate of 76.0%. To ensure the accurate matching and integration of data across the three phases, each survey wave was assigned a unique identification code. The demographic characteristics of the sample are provided in

Table 1. Basic information about the respondents.

Demographic Characteristics	Classes	Number	Percent
Gender	Male	263	62.92%
	Female	155	37.08%
Age	Younger than 30 years	65	15.55%
	Aged 31 to 35 years	84	20.10%
	Aged 36 to 40 years	87	20.81%
	Aged 41 to 45 years	44	10.53%
	Aged 46 to 50 years	66	15.79%
	Above 50 years	72	17.22%
Education	Junior college and below	129	30.86%
	Undergraduate	187	44.74%
	Master’s and above	102	24.40%
Job level	Employee	281	67.22%
	Management	137	32.78%
Marriage	Married	307	73.44%
	Unmarried	111	26.56%
Ownership	State-owned and collective enterprises	116	27.75%
	Privately held enterprises	193	46.17%
	Foreign-invested enterprises	109	25.08%
Firm size	Fewer than 100 employees	152	36.36%
	Between 100 and 1000 employees	130	31.10%
	Between 1000 and 10,000 employees	102	24.40%
	Over 10,000 employees	34	8.13%

.

4. Results

4.1. Common Method Bias

Given that all data were collected from single respondents within manufacturing firms, common method variance (CMV) poses a potential threat to the validity of the research findings [63]. To mitigate this concern, we implemented both procedural and statistical remedies. First, procedural remedies were applied, including assuring respondent anonymity and confidentiality, minimizing item ambiguity, and randomizing question order. Second, using Harman’s single-factor method and SPSS 27.0, we conducted an exploratory factor analysis that revealed four factors with eigenvalues exceeding 1, the largest of which accounted for merely 26.22% of the total variance. Third, AMOS 28.0 was employed to examine the discriminant validity of the variables. The analysis demonstrated that the four-factor model provided a significantly better fit compared to the three-factor, two-factor, and single-factor alternatives (see

Table 2. Comparisons of the CFA results.

Variables	${\mathit{\chi }}^2$	$\mathbf{d}\mathbf{f}$	${\mathit{\chi }}^2/\mathbf{d}\mathbf{f}$	$\mathbf{C}\mathbf{F}\mathbf{I}$	$\mathbf{T}\mathbf{L}\mathbf{I}$	$\mathbf{R}\mathbf{M}\mathbf{S}\mathbf{E}\mathbf{A}$
Model-1: The hypothesized four-factor model (i.e., PCER, organizational pride, online media coverage, and EE were combined).	284.76	224	1.27	0.99	0.98	0.03
Model-2: The alternative three-factor model (i.e., EE and organizational pride were combined).	648.52	227	2.86	0.93	0.93	0.07
Model-3: The alternative two-factor model (organizational pride, online media coverage, and EE were combined).	1142.38	229	4.99	0.86	0.84	0.10
Model-4: The alternative single-factor model (with all items loading onto one factor).	2509.78	230	10.91	0.64	0.60	0.15

Note: N = 418. Abbreviations: PCER, perceived corporate environmental responsibility; EE, employee engagement; CFI, comparative fit index; TLI, Tucker–Lewis index; RMSEA, root mean square error of approximation.

). Based on these findings, we conclude that common method bias does not materially affect this study’s results.

4.2. Reliability and Validity

To evaluate the internal consistency of the measurement instruments, both the Cronbach’s alpha (α) and composite reliability (CR) metrics were employed. As shown in

Table 3. Reliability and convergent validity.

Dimension	Item	Standardized Factor Loading	Squared Multiple Correlation	CR	AVE
Perceived Corporate Environmental Responsibility Cronbach’s alpha ($\alpha$) = 0.920	PCER1	0.837	0.701	0.921	0.626
	PCER2	0.812	0.659
	PCER3	0.702	0.492
	PCER4	0.785	0.617
	PCER5	0.839	0.704
	PCER6	0.684	0.467
	PCER7	0.862	0.743
Organizational Pride Cronbach’s alpha ($\alpha$) = 0.851	OP1	0.800	0.639	0.851	0.657
	OP2	0.851	0.724
	OP3	0.778	0.605
Employee Engagement Cronbach’s alpha ($\alpha$) = 0.941	EE1	0.799	0.638	0.941	0.640
	EE2	0.824	0.678
	EE3	0.809	0.655
	EE4	0.817	0.668
	EE5	0.811	0.658
	EE6	0.803	0.646
	EE7	0.789	0.622
	EE8	0.789	0.623
	EE9	0.757	0.573
Online Media Coverage Cronbach’s alpha ($\alpha$) = 0.869	OMC1	0.773	0.597	0.870	0.627
	OMC2	0.798	0.636
	OMC3	0.758	0.575
	OMC4	0.836	0.699

Note: CR stands for composite reliability; AVE stands for average variance extracted.

, each construct yielded an α value above the commonly endorsed benchmark of 0.70, with CR values also exceeding the suggested minimum threshold of 0.70. Furthermore, confirmatory factor analysis (CFA) was performed using AMOS 28.0 to assess the constructs’ validity. Regarding convergent validity, Table 3 reveals that every item exhibited significant loading on its intended factor, with standardized loadings spanning from 0.684 to 0.862. The average variance extracted (AVE) values for all constructs were greater than 0.5, meeting the recommended criterion. Discriminant validity was also confirmed, as the square root of each construct’s AVE was higher than its correlations with any other construct, as presented in

Table 4. Descriptive statistics and discriminant validity test.

	M	SD	1	2	3	4
1. PCER-T1	3.704	0.958	0.791
2. OP-T2	3.409	0.902	0.393 **	0.811
3. EE-T1	3.422	0.863	0.488 **	0.590 **	0.800
4. OMC-T3	3.402	0.873	0.400 **	0.485 **	0.592 **	0.792

Note: The bolded diagonal values show the square roots of the average variance extracted (AVE), while the values below the diagonal reflect the correlations among the constructs. In addition, ** indicates p-values < 0.01.

, which also includes the variables’ descriptive statistics and intercorrelation coefficients.

4.3. Hypothesis Testing

To investigate the proposed mediation and moderated mediation mechanisms, we utilized the PROCESS macro for SPSS 27.0, as developed by Hayes [64]. Following the analytical approach outlined in the recent literature [50], two distinct analyses were performed. Initially, Model 4 of the PROCESS macro was applied to test the mediational pathways specified in hypotheses H1 through H4. In accordance with Bauer et al. [65], the indirect relationship between perceived CER and EE via organizational pride was assessed. This indirect effect was estimated using 5000 bootstrap resamples to generate confidence intervals, thus ensuring rigorous inference, as recommended by Tofighi & MacKinnon [66]. Subsequently, Model 7 of the PROCESS macro was employed to explore the moderated mediation effects posited in H5 and H6. As shown in

Table 5. Regression results.

Antecedents	Organizational Pride (OP)					Employee Engagement (EE)
	Coeff	SE	t	LLCI	ULCI	Coeff	SE	t	LLCI	ULCI
Constant	2.85	0.27	10.70	2.33	3.38	2.09	0.26	7.95	1.57	2.60
Gender	−0.03	0.08	−0.39	−0.19	0.12	−0.10	0.07	−1.44	−0.24	0.04
Age	0.01	0.02	0.48	−0.03	0.05	−0.03	0.02	−1.35	−0.07	0.01
Education	0.02	0.05	0.29	−0.09	0.12	0.02	0.05	0.45	−0.07	0.11
Job level	−0.04	0.08	−0.47	−0.20	0.12	0.06	0.07	0.79	−0.08	0.20
Marriage	0.11	0.09	1.27	−0.06	0.28	−0.11	0.08	−1.41	−0.26	0.04
Ownership	0.14	0.05	2.61	0.03	0.24	0.10	0.05	2.04	0.01	0.19
Firm size	0.05	0.04	1.16	−0.03	0.12	0.05	0.04	1.36	−0.02	0.12
PCER	0.25	0.04	5.83	0.17	0.34	0.27	0.04	7.25	0.20	0.35
OMC	0.33	0.05	6.95	0.24	0.42	-	-	-	-	-
PCER × OMC	0.26	0.05	5.65	0.17	0.35	-	-	-	-	-
OP	-	-	-	-	-	0.38	0.04	9.31	0.30	0.46
Mediation results					Indirect effect		SE		LLCI	ULCI
Indirect effect of PCER on EE via OP					0.13		0.03		0.08	0.18
R2					0.24		0.57
Moderated mediation effect
				Online media coverage (OMC)
				Conditional indirect effect			SE		LLCI	ULCI
−SD				0.01			0.02		−0.03	0.06
Mean				0.10			0.02		0.06	0.14
+SD				0.18			0.04		0.12	0.26
Index of moderated mediation model				0.10			0.03		0.05	0.15

Note: N = 418. Abbreviations: PCER, Perceived Corporate Environmental Responsibility; OMC, Online Media Coverage; LLCI, Lower-Level Confidence Interval; ULCI, Upper-Level Confidence Interval. Furthermore, the effect is considered statistically significant when the confidence interval excludes zero and non-significant when it includes zero.

, the data indicated a significant positive association between perceived CER and EE (B = 0.27; SE = 0.04; t = 7.25; LLCI = 0.20; ULCI = 0.35), thus lending empirical support to H1. Furthermore, perceived CER was found to significantly enhance organizational pride (B = 0.25; SE = 0.04; t = 5.83; LLCI = 0.17; ULCI = 0.34), thereby affirming H2.

Furthermore, our results substantiate the positive influence of organizational pride on EE (B = 0.38; SE = 0.04; t = 9.31; LLCI = 0.30; ULCI = 0.46), thus confirming H3. Our findings demonstrate an indirect effect of perceived CER on EE (indirect effect = 0.13; SE = 0.03; LLCI = 0.08; ULCI = 0.18). In addition, the interaction term (PCER × OMC) significantly influenced organizational pride (see Table 5), indicating that the effect of perceived CER on organizational pride intensifies with more frequent online media coverage, thus supporting H5. To elucidate this relationship more clearly, we conducted a simple slope analysis, and the results are presented in

Table 6. Simple slope test results.

OMC	Effect	SE	t	LLCI	ULCI
−0.87	0.03	0.05	0.54	−0.08	0.13
0.00	0.25	0.04	5.83	0.17	0.34
0.87	0.48	0.06	7.46	0.35	0.60

Abbreviations: OMC, Online Media Coverage; LLCI, Lower-Level Confidence Interval; ULCI, Upper-Level Confidence Interval. Furthermore, the effect is considered statistically significant when the confidence interval excludes zero and non-significant when it includes zero.

. In addition, Figure 2 provides a more intuitive visual representation of the trend in this relationship.

Table 5 further demonstrates that the conditional indirect effect value of perceived CER on EE via organizational pride was 0.18, with a 95% confidence interval (CI) of (0.12, 0.26) when the degree of online media coverage was high. In contrast, the conditional in-direct effect value was 0.01 with a 95% CI of (−0.03, 0.06) when the degree of online media coverage was low. The findings confirm that the moderated mediation index is significant. Thus, H6 is supported.

5. Discussion

This study seeks to explore when and how perceived CER enhances EE within manufacturing firms. We examined organizational pride as a mediating mechanism linking perceived CER to EE. Additionally, we explored how online media coverage moderates the relationship between perceived CER, organizational pride, and the indirect pathways linking CER to EE. This study addresses two key research questions: RQ1. How does perceived CER enhance EE by fostering organizational pride? RQ2. How does online media coverage moderate the association between perceived CER and EE through organizational pride?

In response to RQ1, we analyzed both the direct and indirect effects of perceived CER on EE, mediated by organizational pride (H1–H4). Our findings suggest that perceived CER positively influences both organizational pride and EE, and organizational pride also exerts a significant impact on EE (H1–H3). We propose that a firm’s active commitment to CER not only earns employee recognition but also elevates its external reputation, which in turn strengthens employees’ organizational pride and subsequently enhances EE. These findings align with recent studies that demonstrate how CER and organizational pride yield benefits such as enhanced performance and competitive advantage in manufacturing firms [31]. Moreover, our results corroborate the mediating role of organizational pride in the association between perceived CER and EE (H4), which is consistent with prior research showing that organizational pride mediates the relationship between perceived CSR and EE [67].

In response to RQ2, our study found that the online media coverage of CER moderates both the direct (H5) and indirect (H6) effects of perceived CER on organizational pride. These findings are in line with prior research [68]. We contend that heightened external pressure from online media coverage may incentivize manufacturing firms to prioritize environmental strategies, thereby amplifying their environmental impact.

5.1. Theoretical Implications

This study offers a robust theoretical foundation and analytical framework for advancing the understanding and development of green human resource management. First, the findings reveal that employees’ perceptions of CER exert a significant positive influence on EE. In line with SET, employees who perceive their company as actively engaging in CER are more inclined to reciprocate through greater work effort, viewing it as a response to the organization’s commitment. As members of a socially conscious collective, employees experience enhanced self-worth through this sense of shared responsibility, which in turn promotes deeper work engagement. This finding is consistent with prior empirical research that has documented a positive association between perceived CER and EE [29]. In contrast to previous investigations that have generally assessed the impact of perceived CSR on EE at a broad level [69,70], this study isolates the environmental dimension of CSR (i.e., CER), underscoring its direct predictive value for EE within the context of escalating environmental challenges. This study addresses the scholarly call for deeper investigation into CSR subdimensions [1], thus offering a novel lens through which to examine EE.

Secondly, this research examines how organizational pride functions as an intervening mechanism linking perceived CER to EE. Grounded in SIT, active corporate engagement in CER enhances employees’ organizational identification, thereby fostering a strong sense of organizational pride [9]. This sense of pride, in turn, motivates employees to demonstrate greater engagement and responsibility in their work, thereby contributing more positively to organizational outcomes [35]. When employees perceive their organization’s commitment to CER, they experience enhanced social recognition and psychological satisfaction, which in turn fosters reciprocal behaviors such as increased engagement. This study is among the first to conceptualize organizational pride as a mediating mechanism linking perceived CER and EE, thereby extending and validating the applicability of SIT. Unlike previous studies that have typically examined these variables in isolation, this research systematically explores their interconnections within a robust theoretical framework, thereby advancing the understanding of the underlying mediating processes.

Finally, this research validates the moderating influence of online media coverage within the proposed theoretical framework. Specifically, frequent online media reporting on CER enhances employees’ awareness of their organization’s environmental initiatives, thereby reinforcing the association between perceived CER and organizational pride. The findings uncover an interactive mechanism between perceived CER and media exposure, wherein online media contributes to shaping a favorable corporate image regarding CER, thereby enhancing organizational pride and ultimately boosting EE. This research advances the application of signaling theory by elucidating the pivotal role of online media in shaping organizational reputation and fostering employee identification. Furthermore, it addresses limitations in previous research that approached EE from a predominantly cognitive lens, thereby offering novel theoretical insights into its motivational and affective dimensions.

5.2. Managerial Implications

The results offer a range of practical insights that organizations can leverage to enhance their management strategies. First, employees’ perceptions of CER exert a notably positive influence on their degree of EE. Organizations should therefore prioritize CER and proactively integrate environmentally responsible practices into their operational routines. This entails adopting green production technologies, cultivating an environmentally responsible organizational culture, and articulating a clear strategic vision for sustainable development. By implementing tangible initiatives, organizations enhance employees’ perceptions of genuine dedication to CER, which in turn fosters stronger organizational identification and elevates their level of EE.

Secondly, organizational pride operates as a key psychological conduit through which perceived CER influences EE. This suggests that formal policies or financial incentives alone may be inadequate to maintain long-term employee motivation. Conversely, by actively fulfilling their environmental responsibilities, organizations can foster a favorable internal image and strengthen their reputation within employees’ social networks, thereby enhancing organizational pride and promoting sustained EE. Furthermore, managers should prioritize employees’ psychological experiences, deliver consistent positive feedback and recognition, and cultivate a workplace culture that champions environmental sustainability and proactive participation, thereby further reinforcing EE.

Furthermore, considering the influential role of online media in shaping employee perceptions and corporate reputation, organizations should strategically harness digital platforms to bolster organizational pride and EE. Our findings suggest that the frequent online media coverage of a company’s environmental initiatives significantly strengthens the link between employees’ perceptions of CER and their sense of organizational pride. Accordingly, we recommend that organizations proactively communicate their environmental initiatives to the public to attract increased media coverage.

Finally, it is worth emphasizing that this study was conducted within the specific context of Chinese manufacturing firms. This sector operates under strict environmental regulations and is frequently subjected to public scrutiny concerning its environmental practices. Consequently, employees in this industry may exhibit heightened sensitivity to environmental cues from their organizations and respond more favorably to perceived CER, especially when such initiatives are reinforced by online media coverage. By contrast, employees in service-oriented or technology-driven industries—in which environmental impact tends to be more indirect—may interpret and engage with CER initiatives in distinct ways. Meanwhile, cultural values may shape employees’ perceptions of CER and moderate its influence on both organizational pride and EE. For instance, in collectivist cultures such as China, employees are more inclined to internalize organizational goals and derive a sense of pride from shared environmental accomplishments. In contrast, within more individualistic cultural contexts, the relationship between CER and organizational pride may be attenuated or more contingent upon personal values and the pursuit of individual recognition.

5.3. Limitations and Future Research Directions

Despite several limitations, this study presents valuable directions for future research. On the one hand, although this study employed a three-wave time-lagged design to mitigate concerns regarding causality, all variables were derived from self-reported questionnaires completed by the same participants. This reliance on a single data source may raise concerns related to common method bias, endogeneity, and the subjective measurement of key variables. To improve the methodological rigor of future studies, researchers should consider incorporating multiple data sources—such as supervisor or peer evaluations, third-party assessments of CER, and objective or archival data—to facilitate triangulation and enhance construct validity. Moreover, the application of instrumental variable techniques or experimental designs may further mitigate endogeneity issues and enhance the robustness of causal inferences.

On the other hand, since the data were collected from manufacturing firms in China, the generalizability of the findings to other industries or cultural contexts may be constrained. Therefore, caution is warranted when extrapolating these findings to other sectors or cultural contexts. Differences in environmental regulations, stakeholder expectations, and job characteristics across industries may significantly shape employees’ responses to corporate social responsibility efforts. Similarly, cultural dimensions such as collectivist orientations and environmental values may influence how employees perceive and respond to corporate responsibility behaviors. For instance, in individualistic Western societies, the relationship between CER and EE may vary in both magnitude and form. Accordingly, future research is encouraged to replicate and expand upon these findings across diverse industries and cultural settings to examine the robustness and generalizability of the proposed model.

6. Conclusions

This research explored the influence of perceived CER on EE, emphasizing the mediating role of organizational pride and the moderating effect of online media coverage. Grounded in SET and SIT, we posit that perceived CER enhances employees’ organizational pride, which subsequently influences EE. Furthermore, in line with signaling theory, companies should proactively fulfill their CER in response to media scrutiny, which can elevate employees’ organizational pride and ultimately foster greater EE. Therefore, this study suggests that to enhance EE, managers should proactively assume CER and strategically leverage online media coverage to amplify this effect.

Beyond its direct impact on EE, this study demonstrates how value-oriented initiatives, particularly CER, foster a stronger sense of identity and belonging among employees, offering critical insights into the cultivation of a positive organizational culture. Furthermore, the findings offer practical implications for education and leadership development, advocating for the systematic incorporation of environmental responsibility and its organizational value into management training to strengthen leaders’ awareness of sustainability and strategic foresight. Academically, this study advances interdisciplinary discourse at the nexus of environmental psychology, organizational behavior, and communication studies, thereby providing a theoretical foundation for the integration and evolution of these domains. Finally, this study highlights the strategic imperative for entrepreneurs and startups to embed environmental responsibility into their organizational fabric from the outset. This approach not only fulfills external stakeholder expectations but also cultivates a workforce characterized by pride and a shared sense of purpose, thereby propelling long-term sustainable growth.