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PurposeThe purpose of this paper is to examine cognitive, emotional, and behavioral reactions caused by online petition campaigns against cases of perceived corporate malpractice, while also contributing to the ongoing debate over the spill-over effects of online activism to offline contexts. A dual pathway model is advanced based on the individual's motivation to help the people affected by irresponsible corporate behavior and punish the deviant corporation.Design/methodology/approachTwo studies (USA and UK) are used to gather cross-sectional and longitudinal data, which are analyzed using structural equation modeling.FindingsOnline petition campaigns relying on the display of victims affected by irresponsible behavior trigger feelings of compassion and anger. While the former leads to campaign support motivated by a desire to help, the latter causes intentions to punish. Intentions to support the petition resulting from this dual pathway influence the actual signing of the petition online and self-reported offline negative word of mouth against the company.Social implicationsBoth identified pathways should be activated by online petition campaigns to increase online support and spreading offline negative word of mouth. To do so, such campaigns need to increase perceptions of unfairness and victim's similarity, and likeability.Originality/valueScant research has examined the psychological processes that explain the effectiveness of online petition campaigns against businesses and the motivations to sign an online petition and engage in subsequent offline behavior. Implications for businesses are also discussed.

Contents: 1. Introduction / Victoria K. Wells, Diana Gregory-Smith and Danae Manika -- 2. Multiple domains and categories of employee green behaviours: more than conservation / Deniz S. Ones, Brenton M. Wiernik, Stephan Dilchert and Rachael M. Klein -- 3. Green human resources management / Cristina E. Ciocirlan -- 4. Individual antecedents of pro-environmental behaviours: implications for employee green behaviours / Brenton M. Wiernik, Deniz S. Ones, Stephan Dilchert and Rachael M. Klein -- 5. Disentangling voluntary pro-environmental behaviour of employees (VPBE) - fostering research through an integrated theoretical model / Regina Hahn and Felix Ostertag -- 6. Environmental considerations as a basis for employee pro-environmental behaviour / Angela Ruepert and Linda Steg -- 7. Between- and within-person variability in employee pro-environmental behaviour / Hannes Zacher and Megan J. Bissing-Olson -- 8. Workplace green behaviour of managerial and professional employees in Hong Kong, / Yu Ha Cheung and Alicia S. M. Leung -- 9. Dare to care in environmental sustainability context: how managers can encourage employee pro-environmental behavior / Pascal Paillé -- 10. Leadership and employee pro-environmental behaviours / Bilal Afsar, Asad Shahjahan and Imad Shah -- 11. A virtuous cycle: how green companies grow green employees (and vice versa) / Thomas A. Norton, Stacey L. Parker, Matthew C. Davis, Sally V. Russell and Neal M. Ashkanasy -- 12. Organisational and employee symbolic environmental behaviours: an integrated multi-level framework / Lei Yang, Danae Manika and Frances Bowen -- 13. Motivation towards 'green' behaviour in the workplace: facilitating employee pro-environmental behaviour through participatory interventions / Paul C. Endrejat and Simone Kauffeld -- 14. A socio-motivational perspective on energy conservation in the workplace: the potential of motivational interviewing / Amelie V. Güntner, Florian E. Klonek and Simone Kauffeld -- 15. Enabling employees and breaking down barriers: Behavioural infrastructure for pro-Environmental behaviour / Simon Lockrey, Linda Brennan Karli Verghese, Warren Staples and Wayne Binney -- 16. Workplace energy use feedback in context / Niamh Murtagh, Birgitta Gatersleben and David Uzzell -- 17. The role of social norms in incentivising energy reduction in organisations / Peter Bradley, Shane Fudge and Matthew Leach -- 18. Embedding pro-environmental behaviour change in large organisations: perspectives on the complexity of the challenge / Terry Tudor and Cleber Dutra -- 19. Measuring and tracking pro-environmental behaviour among university employees / John Callewaert and Robert W. Marans -- 20. Spillover of pro-environmental behaviour / Caroline Verfuerth and Diana Gregory-Smith -- Index.

Set in a real organisational setting, this study examines the challenges of implementing environmentally sustainable behaviour in healthcare. It evaluates the success of a real energy saving behaviour change intervention, based on social marketing principles, which targeted the employees of two National Health Service (NHS) hospitals. It also explores the intervention benefits for three key stakeholders: the organisation/hospitals, hospital employees and patients. A rich secondary dataset containing actual workplace behaviour measures (collected via observations) and self-reported data from employee interviews and patient questionnaires is used for this purpose. The intervention encouraged three employee energy saving actions (called TLC actions): (1) Turn off machines, (2) Lights out when not needed, and (3) Close doors when possible; which led to energy savings and carbon reduction for the two hospitals. Hospital employees reported a greater level of work efficiency as a result of engaging in TLC actions, which increased the 'quiet time' periods in both hospitals. Indirectly, employees' TLC actions also improved patients' quality of sleep (which in turn is positively associated with greater patient hospital experience satisfaction). These findings shed light on the benefits of social marketing interventions targeting energy saving behaviour change for multiple stakeholders in healthcare organisations. They also illustrate connections between environmental sustainability and social and political pillars of corporate social responsibility. Additionally, organisational culture was highlighted as a key challenge in changing practices. To encourage long-term sustainable behaviour, this study recommends a pre-intervention assessment of infrastructure and equipment, the communication of expected benefits to motivate higher involvement of employees, the need for internal green champions and the dissemination of post-intervention feedback on various energy saving and patient indicators.

This article introduces a novel and comprehensive conceptual framework for designing innovative food experiences that enhance food well-being. We call this framework the novel food experience design. It supports managers in cocreating customer-centric food experiences to limit unintended detrimental consequences and enhance individual and societal food well-being. The novel food experience design (1) employs a systemic (vs. endemic) approach to the innovation process and (2) promotes prioritizing ethical decision-making alongside economic decision-making. Building on insights derived from ecosystem theory and the ethical principles literature, we develop four fundamental propositions to innovate food experiences: do no harm, do good, ensure autonomy, and ensure fairness. Our framework promotes higher levels of individual and societal food well-being than restricted food design innovations, preventing unintended consequences. Finally, we illuminate the implications for service research and practice.