Trust as the Missing Catalyst: How Environmental CSR Becomes Employee Eco-Behavior through Concern Activation

Abstract

Even though environmental agendas and ESG rhetoric have become highly visible across governments and firms, we still do not fully understand how an employee’s perception of green CSR is internalized and eventually shows up as pro-environmental actions. Much has been said in policy speeches, but the internal psychological pipeline that runs from awareness to action has remained curiously underexplored. This study takes that pathway seriously. We propose that green CSR perception nudges environmental concern, which then shades into everyday eco-behavior; and that this linkage becomes stronger, or weaker, depending on whether employees believe their organization acts sincerely. To test this, survey data from 300 Korean employees were examined using PROCESS Model 7. Three domains of pro-environmental behavior—resource saving, eco-product choices, and green mobility—were analyzed. Results show that CSR perception does not directly translate into green practices; instead, it works mostly through the elevation of environmental concern. Moreover, this indirect link was only robust under conditions of high organizational trust. These findings suggest that corporate environmental messaging is insufficient without credible trust-building mechanisms. Practically speaking, CSR must be participatory, believable, and grounded in responsible governance. Policies that reinforce this alignment provide fertile ground for meaningful ecological behavior inside firms.