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Promoting Sustainable Workplace Routines: The Identity and Practice Interdependence Model

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  • Marcia Frezza

    (Departmento de Psicologia, Centro de Ciências da Saúde, Universidade de Fortaleza, Fortaleza 60811-905, CE, Brazil)

  • Karen E. White

    (Psychology Department, Faculty of Arts, Business and Social Science, Vanier College, Montreal, QC H4L 3X9, Canada)

Abstract

To clarify how the interaction of socio-material and human factors impacts the implementation of sustainable workplace routines, we developed the identity and practice interdependence model and then applied it to empirical data collected from a major Brazilian steel-producing facility. This qualitative exploratory study examined the model’s assumption that employee identity construction principles (e.g., self-esteem, self-efficacy, distinctiveness, continuity) and elements of practices (e.g., materials, meanings, competencies) provided by organizations directly impact routines and also interact in a continuous, interdependent process. Company documents, on-site observations, and data from three focus group sessions with a total of thirty employees from all levels were examined. A deductive reflexive thematic analysis was carried out on the data using Atlas.ti v 8. The results show that the model allows for the identification of the factors and their interactions, providing insights into how greener routines are created, accepted, resisted, maintained, and/or altered. When changes in practice elements can provide a path towards satisfaction of identity principles, rather than threats, there is good engagement in more sustainable routines. Employees seeking satisfaction of identity principles also take initiative, addressing practice elements that can allow for improved routines. Organizations/companies can apply some of the insights that this model provides to facilitate changes towards more sustainable work routines.

Suggested Citation

  • Marcia Frezza & Karen E. White, 2024. "Promoting Sustainable Workplace Routines: The Identity and Practice Interdependence Model," Sustainability, MDPI, vol. 16(3), pages 1-23, January.
    • Handle: RePEc:gam:jsusta:v:16:y:2024:i:3:p:993-:d:1325136
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    References listed on IDEAS

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    1. Talat Islam & Ishfaq Ahmed & Ghulam Ali & Tahreem Sadiq, 2016. "Behavioral and psychological consequences of corporate social responsibility: need of the time," Social Responsibility Journal, Emerald Group Publishing Limited, vol. 12(2), pages 307-320, June.
    2. Venugopal Gopalakrishna‐Remani & Kyung‐Ah ( Kay) Byun & D. Harold Doty, 2022. "The impact of employees' perceptions about top management engagement on sustainability development efforts and firm performance," Business Strategy and the Environment, Wiley Blackwell, vol. 31(7), pages 2964-2977, November.
    3. Nick Nash & Lorraine Whitmarsh & Stuart Capstick & Tom Hargreaves & Wouter Poortinga & Gregory Thomas & Elena Sautkina & Dimitrios Xenias, 2017. "Climate‐relevant behavioral spillover and the potential contribution of social practice theory," Wiley Interdisciplinary Reviews: Climate Change, John Wiley & Sons, vol. 8(6), November.
    4. Glynis M. Breakwell, 2021. "Identity resilience: its origins in identity processes and its role in coping with threat," Contemporary Social Science, Taylor & Francis Journals, vol. 16(5), pages 573-588, December.
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