Abstract
The study investigates the role of environmental orientation and environmental knowingness in promoting sustainable environmental performance, incorporating awareness of Sustainable Development Goals (SDGS) as a moderating factor. Grounding in the Ability, Motivation, Opportunity (AMO) theory and Behavioral Change Model, the research explores how knowledge and orientation toward environmental issues contributes to sustainability efforts. The primary objective of this study is to examine the direct impact of environmental orientation and knowingness on sustainable environmental performance while assessing the moderating role of SDGs awareness in shaping these relationships. A structured questionnaire was used to collect data from employees of UN institutes. Structural equation modeling (SEM) was applied to analyze the relationships between study variables and evaluate the moderating role of SDG awareness. The findings reveal that environmental orientation and knowingness significantly enhance sustainable environmental performance. However, the moderating SDG awareness was not statistically significant. This suggests that while awareness of SDGs is essential, it may not independently strengthen the link between environmental knowledge and sustainability practices. The study provides valuable insights for organizations and policymakers in developing effective environmental education programs and policies. By fostering environmental orientation and knowledge, businesses and institutions can drive sustainability efforts, promote eco-friendly behaviors and integrate environmentally responsible strategies into their operations, ultimately contributing to global sustainability goals.
Introduction
The increasing severity of environmental challenges, including global warming, pollution and deforestation has intensified global concerns regarding environmental sustainability. Climate change, rapid urbanization and environmental degradation continue to pose significant threaten ecosystems, biodiversity and human livelihoods. In response to these issues, scholars and policy makers have turned their attention to understanding how individuals and organizations react to environmental crises, particularly through awareness, knowledge and attitudes in shaping sustainable behaviors and performance (Agyapong et al., 2023; Kumar et al., 2016). Research on environmental is crucial for identifying proactive strategies to mitigate risks and drive behavioral change. Scholars have proposed various framework to assess environmental attitudes and behaviors, yet more empirical research is needed to refine these measurement tools and test their applicability in institutional context (Rezaei et al., 2017).
Rapid urbanization, climate change and environmental degradation are critical factors driving researchers to collaborate to address the escalating environmental crisis and help raise environmental consciousness (Anwar et al., 2020; Chams & García-Blandón, 2019). Studies shown that environmental change and air pollution can significantly impact human well-being, livestock, biodiversity, farming, agriculture, water resources and aquatic systems (Sachs, 2012). Wildlife health is significant, with pollutants altering habitat quality, reducing nutrient availability, and encouraging toxic algae blooms, all of which can indirectly affect the survival of sensitive species. Environmental factors such as water and air quality, along with extreme weather conditions, can vary across different populations and regions influencing public health and socio-economic stability (Sachs, 2015). In response to these environmental threats, international institutes like the United Nations (UN) have advanced global initiatives, including the Millennium Development Goals (MDGs) and the 2030 Sustainable Development Goals (SDGs), which offer a structured roadmap for balancing environmental, social and economic dimensions of sustainability (United Nations, 2015, 2023). Among these, SDGs, environmental goals such as climate action, responsible consumption and sustainable cities require proactive engagement at multiple levels of society. Despite growing emphasis on environmental issues and strategic importance of the SDGs, limited empirical research has examined how internal organizational factors such as environmental orientation and environmental knowingness affect institutional environmental performance, particularly within institutional settings (Agyapong et al., 2023; Al-Shehri et al., 2024; Chams & García-Blandón, 2019). This gap is especially apparent in international organizations like the UN, where the integration of environmental awareness into daily workplace practices remains underexplored. Furthermore, while many studies address environmental behavior and SDG alignment separately, few have investigated the moderating role of SDGs awareness in shaping the impact of internal environmental factors on sustainability outcomes. Bridging this gap is essential for building institutional capacity and advancing suitability from within.
Human activities like overpopulation, pollution, burning fossil fuels and deforestation have caused climate change, soil erosion, poor air quality, and contaminated water (Farrukh et al., 2023). These changes pose severe threats to both the environment and human societies. The depletion of natural resources and environmental degradation results in high sustainability costs, jeopardizing ecosystems and human well-being (Banerjee et al., 2003; Bombiak & Marciniuk-Kluska, 2018). The UN has played a pivotal role in advancing environmental sustainability through its global development agenda. In addition to MDGs and SDGs, the 2030 Agenda of Sustainable Development emphasizes the need for both individual action and institutional commitment towards the SDGs (United Nations, 2015). However, a critical gap remains in evaluating how these goals are translated into actionable strategies at institutional levels specifically within international organizations. Implementation is often hindered by climate related risks, environmental degradation and socio-economic disparities (United Nations, 2023; United Nations Educational & Organization [UNESCO], 2014). Effective management, strategic planning and cross-sectoral collaboration are essential for overcoming these challenges.
This study addresses the identified research gap by examining how internal environmental factors influence sustainable performance within institutional settings, with a specific focus on UN organizations. It investigates the relationship between environmental orientation and sustainable environmental performance and evaluates the contribution of environmental knowingness. Additionally, it examines whether awareness of the SDGs moderates the relationship between environmental orientation, environmental knowingness and sustainability outcomes-environmental performance. By employing Structural Equation Modeling (SEM), this study provides empirical insights into sustainable practices and enriches understanding of institutional response to environmental challenges. The theoretical foundation of this study is grounded in the Ability-Motivation-Opportunity (AMO) theory and the Behavioral Change Model. According to AMO theory, employee’s ability (knowledge), motivation (awareness), and opportunities (institutional support) are essential drivers of pro-environmental behavior. The Behavioral Change Model emphasizes how awareness, attitudes and perceived control shape behavioral intentions. Despite their relevance, these models have not been fully integrated into the context of institutional sustainability. This study applied both frameworks to construct a comprehensive model of the internal drivers of environmental performance. Recent literature on corporate environmental responsibility and sustainability behavior further supports the study’s theoretical foundation. Accordingly, the study is guided by the following research questions: How does environmental orientation influence sustainable environmental performance in UN institutions? What is the role of environmental knowingness in shaping sustainable environmental performance? And, does awareness of the SDGs moderate the relationship between internal environmental factors specifically orientation and knowingness and environmental performance outcomes?
This study adopts a quantitative research design using a structured questionnaire to collect data from employees of UN institutions. SEM is employed to analyze the relationships between environmental orientation, environmental knowledge and sustainable environmental performance. The moderating role of SDGs awareness is also examined. To assess robustness, the findings are contextualized within the broader body of environmental sustainability literature. Additionally, robustness is enhanced through the use of SEM, which enables simultaneous testing of multiple relationships and the validation of model fit. This methodological approach provides empirical insights into sustainability practices and contributes to refining environmental sustainability models within institutional contexts.
Contribution of the Study
This study makes several key contributions to the growing literature on environmental sustainability and institutional performance. First, it introduces a comprehensive model that links environmental orientation and environmental knowingness to sustainable environmental performance within the unique context of UN institutions. Second, it incorporates the moderating role of SDG awareness which is an area that remains underexplored in prior research. By doing so, it offers new insights into how global sustainability goals translate into individual and institutional behaviors. Third, by grounding the analysis in the AMO theory and the BCM, the study bridges theoretical and practical dimensions of sustainability research. The AMO theory highlights the role of employee’s capabilities, motivation and institutional support in fostering pro-environmental behavior, while the BCM explains how awareness and attitudes shape sustainable practices. Finally, the empirical focus on UN organizations provides a valuable context for understanding how international institutions operationalize environmental strategies, offering practical implications for policymaking, Human resource management (HRM) practices and cross-sectoral collaboration.
The study’s findings highlight a significant positive relationship between environmental orientation and knowledge in enhancing sustainable environmental performance. However, the moderating effect of SDG awareness was not found to be statistically significant. This suggests that while SDG awareness is important, it may not independently strengthen the relationship between environmental knowledge and sustainability practices. This finding challenges existing assumptions about the direct influence of SDG awareness, emphasizing the need for more targeted and embedded institutional engagement strategies. The results provide valuable guidance for organizations and policymakers in designing effective environmental education programs and sustainability policies. To illustrate real world relevance, the study discusses practical implications of environmental orientation and knowledge in institutional sustainability. A detailed analysis of a UN agency implementing green initiatives is presented, showcasing both successes and challenges in sustainability practices. From a managerial perspective, organizations must prioritize environmental education and awareness building initiatives to improve sustainability outcomes. HRM plays a pivotal role in fostering sustainability by integrating green learning programs, employee training and workplace policies that encourage pro-environmental behaviors (Farrukh et al., 2023). Institutions should also implement environmental performance measurement tools to track progress and ensure continuous improvements. Collaboration between public and private sectors is vital to achieving long-term sustainability goals. As pioneers of sustainable development, UN institutions must continue to integrate environmental orientation and knowledge into their organizational frameworks (Bombiak & Marciniuk-Kluska, 2018). Environmental degradation not only threatens biodiversity but also directly impacts employee well-being and workplace efficiency (Hameed et al., 2020). The deteriorating environmental conditions can reduce workforce productivity and hinder organizational success. Therefore, embedding sustainability within HR policies and corporate strategies is essential for fostering long-term environmental resilience (Soekotjo et al., 2025).
Moreover, this study contributes to the broader discourse on environmental sustainability by emphasizing the importance of environmental orientation and knowledge in shaping pro-environmental behaviors. The findings offer practical implications for policymakers, institutional leaders and HR professionals, evidence-based insights into knowledge-driven environmental strategies. By presenting a multi-dimensional perspective that combines theoretical grounding with empirical data, the research advances discussions on institutional sustainability and policy development. Despite global efforts, progress toward sustainability remains insufficient, with ongoing challenges such as climate change, environmental degradation and socio-economic disparities (Anwar et al., 2020). Hence, addressing these issues requires strategic planning, cross-sectoral collaboration and a commitment to sustainability at institutional and individual levels. This study underscores the importance of proactive engagement in environmental initiatives and advocates for an integrated approach to achieving long-term sustainability objectives. In conclusion, this study examines the impact of environmental orientation on sustainable environmental performance, with environmental knowingness and SDG awareness as influencing factor. Using SEM, it assesses how green learning and environmental knowledge contribute to institutional sustainability. The findings aim to enhance strategies for balancing economic, environmental and social objectives.
The paper is structured as follows: Section 2 reviews the relevant literature and theoretical framework. Section 3 outlines the research methodology. Section 4 presents the empirical results. Section 5 discusses the findings and their implications. Finally, Section 6 concludes the study with recommendations and limitations.
Theoretical Background and Hypothesis Development
The deepening of the theoretical framework is essential to ensure the scholarly rigor and academic contribution of this study. By expanding on established theories and integrating insights from related domains, this research builds a comprehensive foundation for analyzing sustainable environmental performance within institutional settings. This study is grounded in the Ability, Motivation, and Opportunity (AMO) Theory and the Behavioral Change Model (BCM), both of which provide a strong foundation for understanding the relationships between environmental orientation, knowledge and sustainable workplace behaviors. The AMO theory posits that individuals’ behaviors and performance are shaped by three core factors: ability (A), motivation (M), and opportunity (O) (Appelbaum et al., 2000). In the context of environmental sustainability, this suggests that employees are more likely to engage in pro-environmental behaviors when they (1) possess the necessary knowledge and skills (ability) (2) are motivated by personal values or institutional incentives (motivation) and (3) operate within a supportive work environment (opportunity). These dynamics align with the findings of Neruja and Arulrajah (2021) who argue that environmental knowledge and awareness are essential precursors to sustainable performance, particularly when mediated by employee green behavior. Their study emphasizes that while environmental knowledge is crucial, supportive organizational structures reflecting the opportunity dimensions of AMO are necessary for translating awareness into action. Without such support, awareness alone may not yield effective sustainability outcomes. Further support for the role of motivation in workplace behavior is found in studies on workplace harassment. For instance, Atta et al. (2022) demonstrated that emotionally charged messages (e.g., fear appeals) could significantly influence employee’s intentions to quit, emphasizing that psychological and motivational factors are critical in shaping behavioral outcomes. Similarly, in the environmental context, motivation driven by awareness and perceived consequences can influence pro-environmental behavior. This supports the AMO theory’s assertion that motivation is essential for driving behavioral change within organizations. Moreover, recent empirical evidence underscores the importance of public participation and awareness in enhancing environmental governance. Zhang et al. (2022) found that public complaints about polluting firms, especially when made through social media, led to greater reductions in environmental violations than complaints made through private channels. This finding highlights the power of collective awareness and orientation in influencing institutional responsiveness. These insights align with the present study’s focus on how environmental orientation and awareness of the SDGs within organizations can drive improved sustainability performance. Thus, emphasize the need for both individual engagement and institutional responsiveness to advance environmental objectives.
Similarly, Bennett and Satterfield (2018) argue that effective environmental governance depends not only on technical or managerial strategies but also on institutional structures that are responsive, equitable and robust. Their framework underscores the importance of institutional capacity, participatory processes and accountability mechanisms in achieving strong environmental outcomes. In alignment with this view, integrating SDG awareness and environmental orientation within organizations can improve governance by aligning internal strategies with broader sustainability goals. This reinforces the idea that the internal dimensions of ability, motivation and opportunity, as proposed by the AMO theory must be embedded in governance systems to achieve sustainable environmental performance. Furthermore, Newig et al. (2023) found that key participatory design features power delegation, communication intensity and participant’s environmental commitment are significant predictors of improved environmental governance outputs. Their study highlights how stakeholder awareness and environmental stance influence the quality of environmental provisions in policies and permits. These findings reinforce the critical roles of internal environmental orientation and awareness key components of this study in driving sustainable institutional performance. Empowering individuals within organizations and aligning their values with global sustainability goals, such as the SDGs, enhances governance effectiveness and institutional sustainability outcomes.
This study applies AMO theory by examining how environmental orientation enhances employee’s ability and opportunity to engage in sustainable behaviors, while awareness of the SDGs serves as a motivational factor. Through this lens, the research assesses whether institutional environmental policies provide employees with the tools, incentives, and enabling environments necessary to support sustainability efforts. The BCM further complements this by exploring how employee’s environmental knowingness, that is their awareness and understanding of sustainability issues, translates into sustainable workplace behaviors. BCM explains behavioral change as a process shaped by knowledge, attitudes and external reinforcements (Ajzen, 1991). In this study, it helps evaluate whether employees with greater environmental knowledge are more likely to engage in pro-environmental behavior and how institutional policies (i.e., environmental orientation) and workplace culture act as reinforcement. Awareness of the SDGs can also serve as a long-term reinforcement for embedding sustainability into everyday practices. This approach aligns with Agyapong et al. (2023), who conceptualize environmental orientation as a strategic capability that enables organizations to respond effectively to environmental challenges while improving environmental and economic performance. Environmental orientation plays a dual role. First, it reinforces employee’s perceptions of institutional commitment to sustainability, thereby strengthens behavioral norms under the BCM. Secondly, by embedding sustainability into institutional routines and practices, thereby enhancing opportunity (AMO). Additionally, environmental orientation enables organizations to adopt eco-efficient technologies and resource management strategies supporting both cost efficiency and competitiveness further addressing the motivation component of AMO and the reinforcement mechanism in BCM.
The AMO theory and BCM were selected as the theoretical foundation for this study because they collectively explain how and why employees engage in sustainable workplace behaviors. AMO focus on the institutional and individual-level enablers of sustainability, while BCM provides a behavioral lens for understanding how environmental knowledge leads to action. Together, these frameworks offer a comprehensive basis for examining how institutional environmental initiatives lead to meaningful workplace sustainability practices. The subsequent sections present the background of the SDGs, the study’s key variables and their theoretical linkages, establishing a robust foundation for the proposed research framework and hypotheses.
Background of Sustainable Development Goals (SDGs)
Sustainable development is an intricate concept encompassing economic, social and environmental dimensions (Kumar et al., 2016). It aims to meet the needs of the present without compromising the ability of future generations to meet their own needs (United Nations Educational & Organization (UNESCO), 2014). To achieve this, SDGs were introduced as a universal framework promoting a balanced approach to economic, social and environmental progress. The SDGs provide a roadmap for a more prosperous and equitable world, addressing issues such as poverty, inequality, and environmental sustainability. Despite global efforts, progress towards these goal remains insufficient, and the world is facing challenges such as adverse climate impacts, environmental degradation, displacement and health crises continue to hinder development. Recognizing these obstacles, world leaders and researchers at the SDG Summit 2023 reaffirmed the need for strong leadership, transparent policies, and revitalized global partnerships to accelerate progress (United Nations, 2023). In order to address these challenges and ensure the achievement of SDGs by 2023, it is crucial for countries to be aware of individuals, foster societies and revitalize global partnerships. Moreover, effective management is critical to overcoming these obstacles. This involves strategic planning, resource allocation and collaboration across sectors to drive change. Strong leadership, transparent policies, and a commitment to sustainability can help ensure progress while addressing emerging issues like climate change, inequality and economic instability. Furthermore, the public and private sectors must be adaptive and resilient in managing the complexities of achieving these global goals.
The UN has long played a central role in promoting environmental awareness, integrating sustainability into its policies and institutional frameworks. This ongoing commitment has laid the foundation for the SDGs, emphasizing the need for global awareness and action toward sustainable development. Thus, over time, the UN has made significant progress, taking more active steps to address these concerns and further advancing its commitment to sustainability (Leon, 2013). The SDGs emphasize the interconnectedness of environmental sustainability, economic growth and social well-being. Therefore, as UN institutions work to promote environmental sustainability and raise awareness for climate goals, it becomes essential for HRM to address the impacts of environmental degradation on employee well-being and workplace performance. Goal 3 (Good Health and Well-being) and Goal 8 (Decent Work and Economic Growth) highlight the importance of creating healthy, sustainable work environments (Al-Shehri et al., 2024). However, literature revealed that environmental degradation threatens biodiversity and directly impacts human performance in the workplace (Hameed et al., 2020). As natural resources dwindle and environmental conditions worsen, employee health and well-being are compromised, leading to decreased productivity and increased absenteeism posing challenges to achieving these SDGs. Public and Private institutions must recognize that a deteriorating environment affects their workforce’s physical and mental health, ultimately influencing overall performance and organizational success. Furthermore, the connection between environmental and organizational performance has been widely examined (Chams & García-Blandón, 2019), reinforcing the need for sustainable business practices that align with SDG objectives.
The SDGs advocate for integrating sustainable practices within institutions to enhance environmental performance, aligning with Goals 12 (Responsible Consumption and Production) and 13 (Climate Action). Market orientation influences environmental performance through environmental strategy, employee engagement in environmental initiatives and green practices (Chen et al., 2015; Hameed et al., 2020). Similarly, Farrukh et al. (2023) highlight how internal and external sustainability motivators contribute to environmental responsibility within organizations. However, rather than focusing on organizational strategies or functions, the present study examines how UN institutions, as pioneers of the SDGs, cultivate environmental orientation and knowledge to foster sustainability within their workplace. The UN defines environmental performance as effectively managing and reducing its environmental impact through sustainable operations (Al-Shehri et al., 2024; Kumar et al., 2016), emphasizing resource efficiency, pollution control, and climate change mitigation. By embedding environmental awareness at the institutional level, UN organizations contribute to the broader SDG agenda, reinforcing the crucial role of knowledge-driven sustainability practices in achieving long-term environmental goals.
Environmental Performance
Environmental performance refers to the extent to which an organization minimizes its environmental footprint through strategic initiatives such as energy efficiency, waste management, emissions control and resource conservation (Bombiak & Marciniuk-Kluska, 2018). It is commonly assessed through indicators like carbon footprint reduction, adoption of green technologies and compliance with environmental regulations such as ISO 14001 standards (Farrukh et al., 2023). Strong environmental performance reflects an institution’s capacity to meet regulatory requirements, reduce negative ecological impacts, and contribute to long-term sustainability objectives (Banerjee et al., 2003). It also reflects measurable outcomes of cleaner production practices and efficient resource use, including reduced emissions, pollution, and environmental accidents, along with increased recycling and rational consumption of materials during production (Abdullah, 2021). Furthermore, environmental performance is influenced by the environmental awareness and green orientation of managers, as well as stakeholder pressure that encourages the adoption of sustainable practices. Corporate environmental responsibility practices also play a significant role by promoting ecological sustainability and enhancing both environmental and financial performance.
Research highlights that internal factors particularly environmental knowingness significantly influence environmental performance outcomes. Employees with a deeper understanding of ecological issues are more likely to engage in sustainable behaviors that positively affect organizational environmental performance (Rezaei et al., 2017). This cognitive awareness enables them to recognize the environmental consequences of their actions and make informed decisions. Additionally, environmental orientation is an institution’s strategic commitment to environmental values embedded in its mission, leadership and practices further shapes sustainable outcomes (Banerjee et al., 2003; Rezaei et al., 2017). Organizations that prioritize environmental goals tend to implement policies and procedures that drive measurable improvements in performance. Awareness of the SDGs may also serve as a reinforcing factor, strengthening the effects of both environmental knowledge and orientation. When employees and institutions are aligned with global sustainability agendas, they are more motivated to adopt environmentally responsible practices (Al-Shehri et al., 2024; Sachs, 2012). Overall, environmental knowingness, orientation and SDG awareness interact synergistically to influence how effectively an organization performs in terms of sustainability and environmental responsibility.
Environmental Knowingness
Environmental knowingness refers to an individual’s understanding of environmental problems, their causes and potential mitigation strategies (Rezaei et al., 2017). It encompasses awareness of environmental issues, sustainability principles and knowledge of how personal and organizational actions impact the environment. Prior studies show that such knowledge positively influences pro-environmental behavior and organizational sustainability outcomes (Farrukh et al., 2023; Neruja & Arulrajah, 2021). Moreover, environmental knowingness is a psychological and cognitive construct of sustainable consciousness (Gericke et al., 2019). It refers to understanding environmental issues, processes, and practices that affect the natural world. It includes the awareness of ecological problems such as climate change, sustainability, conservation, pollution, and biodiversity. This knowledge helps individuals and institutions to make informed decisions to minimize the negative environmental impacts and promote sustainable practices. It is a component of sustainability consciousness that encompasses an individual’s awareness of environmental, social, and economic dimensions of sustainable development (Ibid). Being environmentally conscious means an understanding of how an individual can live sustainably. It involves recognizing and addressing unsustainable practices (Golob & Makarovič, 2021). The study revealed that a lack of environmental knowledge may restrict choices in environmental behavior, potentially impacting environmental problems and their causes (Marcos-Merino et al., 2020). Research has shown that individuals with more excellent knowledge of environmental issues are more likely to engage in pro-environmental behavior (Filippelli et al., 2025).
Conversely, a shortage of environmental knowledge or environmental misconceptions can limit pro-environmental behavior. This highlights the significance of environmental expertise in influencing behavior and addressing environmental challenges. Recent studies emphasize that environmental knowingness encompasses awareness of key ecological problems such as climate change, biodiversity loss, and pollution. This knowledge is crucial for individuals and institutions to make informed decisions that minimize negative environmental impacts and promote sustainable practices (Seock et al., 2024). Moreover, Golob and Makarovič (2021) describe that knowledge about the environment and attitudes can influence behavior in various ways, which is essential for creating interventions to encourage eco-friendly actions. Essentially, what individuals know about environmental issues and their attitudes shape their behavior. These factors play a crucial role in promoting more environmentally responsible actions. Similarly, Akintunde (2017) illustrated that when employees’ environmental knowledge increases, their attitudes toward sustainability become more positive. This, in turn, leads to behaviors that support responsible environmental practices. Thus, the literature suggests that to foster change and develop abilities, providing employees with environmental education is crucial. Environmental knowledge is a lifelong process that helps employees explore environmental challenges, formulate strategies, engage in problem-solving, and promote climate stability. For example, interventions aimed at increasing environmental knowledge among employees were found to positively influence their attitudes toward sustainability, leading to more responsible environmental behaviors (Kim & Lee, 2023). Additionally, educational programs focusing on environmental issues were identified as critical tools for fostering long-term sustainability consciousness and addressing global environmental challenges (Seock et al., 2024). Therefore, it is essential to educate employees to maximize output and benefits, as individuals with greater environmental knowledge are more likely to engage in pro-environmental actions, while a lack of knowledge or misconceptions can hinder such behaviors. Based on the reviewed literature the following hypothesis is proposed:
Environmental Orientation
Environmental orientation is defined as an organization’s strategic commitment to addressing environmental concerns through its mission, leadership, and practices (Banerjee et al., 2003). It reflects the degree to which firms integrate environmental values into their operations and long-term goals. Empirical studies demonstrate that organizations with strong environmental orientation are more likely to adopt eco-innovations, implement sustainability practices, and improve environmental performance (Bombiak & Marciniuk-Kluska, 2018). Institutions can achieve maximum efficiency and benefits by guiding employees on essential principles and practices. Human resource (HR) practices are the foundation for institutional success and a core building block of the institution (Dar, 2017). To align with institutional goals and foster sustainability, institutions should implement programs that educate employees about sustainable HR practices and environmental responsibility (Pellegrini et al., 2018). This approach supports institutional development and promotes a culture of environmental awareness. Environmental orientation refers to an institution’s approach to integrating ecological values, responsibilities, and practices into its operations and culture. This approach helps institutions embed sustainability into their operations and culture. It supports sustainable development and strengthens an institution's operations, reputation, and ability to adapt to future challenges. As defined by Chan et al. (2012), environmental orientation includes internal and external aspects. Internal orientation focuses on an institution's values and ethical standards, emphasizing commitment to environmental protection. External orientation reflects top management’s efforts to meet the environmental expectations of stakeholders. Agyapong et al. (2023) views environmental orientation as a strategic capability. Environmental orientation helps institutions balance economic goals and environmental responsibilities. It strengthens employee belief in sustainability, supporting attitudes and norms under BCM. Environmental orientation also reflects opportunity in AMO, by embedding sustainability in routines. Literature further explains environmental orientation as an enabler of eco-efficient practices, which boost performance and offer motivation to act sustainably (Agyapong et al., 2023; Putra et al., 2021). Environmental orientation involves creating policies, training employees and promoting awareness to encourage environmentally responsible and proactive behavior. Thus, to pursue institutional needs and practices, institutions must arrange programs to orient their employees to sustainable HR practices and institutional environmentalism (Pellegrini et al., 2018).
Based on the AMO theory and the behavior change model, it is conceptualized that HR practices enhance the performance of employees and institutions as a whole (Cuifang & Rui, 2019). The AMO theory considers employee performance as a function of competence, motivation, and opportunity. According to Cuifang and Rui (2019), employees who are highly motivated and provided with opportunities to participate in decision-making significantly contribute to achieving high-performance behaviors. This underscores the critical role of HR practices in fostering an environment where employees are equipped and empowered to perform effectively. Similarly, the behavior change model emphasizes that interacting variables of human behavior such as environmental knowledge, awareness and attitude play a significant role in driving actions. For instance, in the context of this study, these variables influence environmental actions like protection and preservation (Akintunde, 2017). Pro-environmental awareness practices can lead to the development of institutional environmental policies, the training of employees to become environmentally conscious, and the fostering of proactive behaviors. These measures ultimately contribute to creating a culture of environmental responsibility within institutions. Hence, it should be perceived that awareness of environmental problems and practices motivates employees to behave in an environmentally responsible manner, which may lead to responsible environmental actions that, in turn, enhance performance.
Awareness of Sustainable Development Goals
Awareness of the SDGs refers to an individual’s or institution’s understanding of the United Nations' sustainability agenda, particularly how their behaviors and policies align with goals such as climate action, responsible consumption, and sustainable cities (Desa, 2019). Awareness can shape environmental attitudes and motivate behavior change. Prior research shows that when individuals are aware of global sustainability goals, they are more likely to engage in environmentally responsible actions (Hameed et al., 2020; Sachs, 2015). This study positions SDG awareness as a mediator because it helps translate environmental knowledge and orientation into sustainable workplace performance by acting as a motivational and interpretive lens (Neruja & Arulrajah, 2021).
The UN formulated the SDGs, a set of 17 global objectives to address the world's issues today. These goals represent a universal call to action to eradicate poverty, protect the planet, and ensure prosperity for all people. They set forth a comprehensive framework for tackling the world's most pressing challenges, focusing on three-key dimensions: economic development, social inclusion, and environmental sustainability (Agyapong et al., 2023Al-Shehri et al., 2024). The SDGs cover a broad spectrum of critical issues: education, health, gender equality, clean water, sanitation, sustainable cities, and climate action (Nations, 2015). Among these, the environmental dimension is particularly intricate, encompassing several sub-dimensions or sub-themes that address the various facets of ecological sustainability (Ibid). These sub-themes include the responsible management of natural resources such as water, energy, agriculture, and biodiversity (Gericke et al., 2019). Additionally, climate change is a central focus, as it poses a significant threat to global ecosystems and human well-being. Together, these environmental sub-dimensions highlight the interconnectedness of environmental health, sustainable development and the well-being of all people. They reflect the urgency of adopting holistic and integrated approaches to address the complex challenges threatening the planet’s future. Moreover, the dimensional framework of human-centered global sustainability is based on knowledge, attitude, and behavior (United Nations Educational & Organization [UNESCO], 2014). Knowledge is awareness; conversely, this paper refers to the development of consciousness to understand information related to sustainability and the environment. Rural development and sustainable urbanization are critical focus areas for institutions working toward environmental sustainability, highlighting the need for balanced growth in rural and urban areas (Sachs, 2012). Institutions play a key role in promoting policies and initiatives that foster sustainable practices, ensuring that urbanization does not come at the expense of environmental health. Sustainable urbanization is significant for reducing the ecological footprint of rapidly growing cities, and institutions such as local governments, urban planning agencies, and environmental organizations are tasked with developing strategies to make cities more livable and resilient for future generations (Farrukh et al., 2023).
In addition, disaster prevention and mitigation have become essential components of the environmental Agenda, with numerous institutions leading efforts to address climate change and natural hazards (Sachs, 2015). National and international agencies, including disaster management authorities, climate research institutions, and development organizations, are focused on building resilience within vulnerable communities. By implementing disaster preparedness programs and creating early warning systems, these institutions aim to reduce the impacts of climate-related disasters and promote sustainable development practices that minimize environmental degradation while enhancing community resilience. Institutions thus play an indispensable role in shaping policies and strategies addressing the environmental challenges of rural development, urbanization, and natural disasters.
Based on the behavioral model, creating awareness may lead to desirable actions by influencing individual attitudes, values, and behaviors (Akintunde, 2017). This study addresses the gap by examining the impact of environmental knowledge and orientation on performance. It suggests that employees perform better on environmental issues when institutions promote awareness and understanding. According to Dar et al. (2020), informed and trained employees are better equipped to make decisions that align with predefined environmental goals and targets. Awareness of SDG environmental goals fosters an understanding the importance of responsible operations. This awareness motivates employees to minimize environmental impacts and contribute to preserving the natural environment. The awareness of SDG environmental goals fosters responsible operations and motivates employees to minimize environmental impacts, contributing to natural resource preservation. The awareness reflects employees’ recognition of the legitimacy of ecological issues and fosters a pro-environmental culture. This culture shapes behavior, beliefs, and expectations, motivating sustainable practices and proactive environmental strategies. The awareness bridges the gap between knowledge and performance, translating understanding into actionable behaviors. It aligns orientation and decision-making with sustainable practices, driving improved environmental performance. The following hypotheses are postulated:
To conclude the concepts of environmental knowledge and awareness are closely aligned with the theoretical foundations of this study, particularly the AMO theory and the BCM. Within the AMO framework, knowledge directly corresponds to the ability dimension employees who possess accurate and comprehensive knowledge of environmental issues are better equipped to perform sustainability-related tasks and make informed decisions that support environmental goals (Neruja & Arulrajah, 2021). Awareness, meanwhile, contributes to both the motivation and opportunity dimensions. When individuals understand the implications of environmental challenges, they are more likely to develop concern and commitment, which enhances motivation. If cultivated within a supportive organizational environment, this awareness also strengthens the opportunity to act.
From the BCM perspective, both knowledge and awareness are fundamental in shaping attitudes and guiding behavior. BCM posits that behavioral change occurs when individuals possess relevant knowledge, form positive attitudes, and receive consistent reinforcement through supportive systems (Neruja & Arulrajah, 2021). In this context, environmental knowledge provides the cognitive foundation for pro-environmental attitudes, while awareness delivers the emotional and normative impetus needed for initiating and maintaining responsible behavior. Literature further emphasizes that when supported by an enabling institutional culture, the interplay between knowledge and awareness enhances green employee behavior, thereby improving sustainability performance (Gericke et al., 2019). Thus, by integrating environmental knowledge and awareness as a unified construct, this study captures the cognitive and affective components influencing sustainable workplace behavior under both theoretical lenses.
The framework developed in this study as shown in Figure 1 illustrates the relationship between environmental knowingness, environmental orientation, SDG awareness, and environmental performance. It suggests that environmental knowingness and orientation enhance awareness of the SDGs, which in turn contributes to improved environmental performance highlighting the role of knowledge and mindset in promoting sustainable practices. The AMO framework explains how employees’ behaviors are influenced by their capabilities (knowledge), motivation (awareness), and opportunities (organizational support; Appelbaum et al., 2000). Similarly, the BCM explains how awareness, attitudes, and perceived behavioral control shape sustainable actions. While not central to the analysis, the Resource-Based View (RBV) and Stakeholder theory are referenced to enrich the broader sustainability discourse. The RBV emphasizes that environmental knowledge and orientation can serve as strategic resources that enhance organizational sustainability. Stakeholder theory, in turn, highlights the importance of aligning institutional practices with external expectations, such as the SDG agenda (Du et al., 2024; Putra et al., 2021). These perspectives support the contextual understanding of how internal capabilities and external pressures jointly shape environmental performance.
The conceptual framework of the study.
Methodology
The study design was developed with a strong ethical foundation. It was designed to limit any risk of harm to participants. Participation was entirely voluntary. All responses were confidential. The research used only non-invasive survey methods. Furthermore, the research was designed to benefit both the researchers and practitioners. It provided insights into human resource practices in international development institutions. These benefited outweighed any minimal risks involved in the study. Further, this research employed Structural Equation Modeling (SEM) using SmartPLS software to examine the relationships among study variables. This approach allowed for testing complex relationships while accounting for measurement errors. The study ensured methodological rigor by clearly outlining the questionnaire development, sampling criteria using G*Power and data collection procedures. This level of detail strengthens the study’s transparency and supports reproducibility.
A self-administrated questionnaire was used for data collection. The questionnaire was carefully developed and pre-tested to ensure clarity, cultural sensitivity and relevance to the study population. Data were collected from employees working in in United Nations institutes located in Balochistan, Pakistan. The study population comprised of 347 employees, from which G*Power analysis determined a minimum required sample size of 74 with an effect size of 0.15 and a 95% confidence level (Gill et al., 2021). To minimize potential risks and ensure ethical compliance, participants were provided with clear information about the study and its objectives. They voluntarily chose to participate. Thus, data collection was carried out following the ethical guidelines and 281 employees returned the questionnaire. The collected data underwent a thorough screening process, including transformation, checking for missing values and identifying outliers. After this rigorous process, 274 valid questionnaires were finalized, resulting in a response rate of 82%. Thus, the data collection process was effectively managed, ensuring a robust sample size and high response rate, which enhanced the reliability and validity of the study’s findings. Studies revealed that self-reported questionnaires may introduce bias, leading respondents to overstate or understate their responses, resulting in common method variance (CMV) (Sun et al., 2025; Zikmund et al. 2013). CMV may inflate or overlap results, leading to erroneous conclusions. To address this potential bias from self-reporting and CMV, Harman’s single-factor test (Podsakoff & Organ, 1986) was conducted. The results showed that a single factor explained only 25.51% of the variance which is well below the 50% threshold, indicating that CMV was not a significant concern. This step ensured the validity of the measurement items used in the SEM model. Additionally, this study was reviewed and approved by the Ethics Review Committee in February 2022. All procedures involving human participants were conducted in accordance with the ethical standards of the institutional research committee. The written informed consent was obtained from all participants prior to their inclusion in the study. Participants were informed about the study’s purpose, their voluntary participation, anonymity, and the right to withdraw at any stage without penalty.
Measures
The study employed a structured, self-administered questionnaire to collect data from employees working in United Nations institutes in Balochistan, Pakistan as shown in Appendix. The questionnaire was developed based on established scales from prior research to ensure validity and reliability. It was divided into multiple sections, covering demographic information, environmental orientation, environmental knowledge, SDG awareness and sustainable performance. The items used to measure environmental knowingness was adapted from Gericke et al. (2019), who validated it on students. The environmental orientation items were taken from Banerjee et al. (2003), while the mediating variable, awareness of SDGs, was assessed using items from Ando et al. (2019). The environmental performance items were adapted from Lee and Ha-Brookshire (2018), focusing on individual perceptions. All items were rated on a 5-point Likert scale, ranging from “strongly agree (1)” to “strongly disagree (5).” Structural Equation Modeling (SEM) was applied to test the research model using Smart PLS-SEM (Partial Least Squares Structural Equation Modeling). The two-step approach, as outlined by Hair et al. (2019), was utilized to evaluate both the measurement and structural models. The bootstrapping technique was employed to test the effects of mediation. Following the recommendations of Nitzl et al. (2016), it was not deemed necessary to test the relationships between the independent and mediation constructs directly when conducting PLS-SEM. This approach allowed for a comprehensive analysis of the model and its components.
Results
The demographic profile of respondents shows a diverse distribution across gender, age, and education. Gender-wise, the majority were male (171 respondents, 62.4%), while females comprised 37.6% (103 respondents). In terms of age, the largest group was 28 to 37 years (125 respondents, 45.6%), followed by 38 to 47 years (117 respondents, 42.7%). The 18 to 27 age group made up 8% (22 respondents), while the 48 and above category represented the smallest proportion at 3.6% (10 respondents). The educational qualifications, most respondents (197 individuals, 71.9%) held a postgraduate degree, while 24.8% (68 respondents) had an undergraduate degree, and only 3.3% (9 respondents) held a Ph.D. These statistics indicate a predominantly male and highly educated sample, with most respondents falling within the 28 to 47 age range. Table 1 presents a summary of the demographic characteristics.
Profile of Respondent’s Demographics.
The study employed a two-step Structural Equation Modeling (SEM) method to test the hypothesized model, involving both measurement and structural assessments. Initially, the measurement model was evaluated to ensure the validity and reliability of the data items and constructs as shown in Figure 2. Factor loadings and composite reliability were analyzed to measure convergent validity. The results fell within the significant range, affirming the strength of the constructs as shown in the Table 2. (Hair et al., 2019). According to Henseler et al. (2009), when item reliability is low, particularly when outer standardized loadings drop below 0.40, it is recommended to remove the reflective indicator from the model. Cronbach’s alpha, which measures internal consistency, was found to be equal to or above the acceptable threshold of .70 (Zikmund et al., 2013), confirming reliability. The Average Variance Extracted (AVE) values exceeded 0.50, indicating that the constructs were adequately explained by their indicators. Additionally, all composite reliability values surpassed the AVE values, further validating the model’s convergent validity (Henseler et al., 2009). Collectively, these assessments confirm that the measurement model is robust and appropriate for structural relationship testing.
Measurement Model of the Study.
Assessment of the Measurement Model.
Note. EnvK = Environmental Knowingness; SDGs = Awareness of Sustainable Development Goals; EnvP = Environmental Performance; EnvO = Environmental Orientation.
The discriminant validity was assessed using the Heterotrait-Monotrait (HTMT) ratio, ensuring that the calculated HTMT values did not exceed 0.85 or 0.90, which confirms the acceptability of the constructs as shown in Table 3 (Hair et al., 2019).
Discriminate Validity (Heterotrait-Monotrait Criteria).
Note. EnvK = Environmental Knowingness; SDGs = Awareness of Sustainable Development Goals; EnvP = Environmental Performance; EnvO = Internal Sustainability Orientation.
The structural model was assessed using SmartPLS software shown in Figure 3, examining direct and indirect effects. Table 4 shows resutls. Hypothesis H1 demonstrated a positive and significant relationship between environmental knowingness and environmental performance (β = .445, t = 6.842, p < .00). Similarly, hypothesis H2 indicated a significant positive association between environmental orientation and performance (β = .121, t = 2.378, p < .018). Following Nitzl et al. (2016), testing the relationships between independent and mediation constructs is unnecessary when examining direct mediation effects. The mediating effects in the model were analyzed, and the results indicate that the indirect effects were not significant. Thus, both hypotheses H3 and H4 were not supported. Specifically, H3, which suggested that awareness of SDGs mediates the relationship between environmental knowingness and performance, was not supported (β = .057, t = 1.475, p < .141). Likewise, H4, which proposed that awareness of SDGs mediates the relationship between environmental orientation and performance, was also not supported (β = .046, t = 1.585, p < .114). These findings suggest that awareness of SDGs does not significantly mediate the relationship between environmental knowledge, orientation, and performance. The weak moderating effect of SDG awareness may result from superficial engagement, organizational priorities, or ineffective training. Enhancing sustainability integration and refining awareness programs can improve its impact on environmental performance.
Structural Model of the Study.
Hypotheses Testing Through Path Coefficients.
Note.β = path coefficients, SE = Standard error of the coefficients, LL & UL = lower and upper level of confidence intervals at 2.5% & 97.5%, SDGs = Awareness of Sustainable Development Goals, EnvO = Environmental Orientation, EnvP = Environmental Performance.
The predictive capability of the proposed model was assessed using the coefficient of determination (R2) and the cross-validated redundancy measure (Q2), which are standard criteria in evaluating structural models. The R2 value of .362, with an adjusted R2 of .355, suggests that the model possesses moderate explanatory power in predicting environmental performance based on the given constructs. In comparison, previous study demonstrates a stronger predictive power by explaining a large portion of environment performance and environmental orientation through entrepreneurial and environmental factors (Yaghoubi Farani et al., 2024). According to Henseler et al. (2009), R2 values of .75, .50, and .25 are considered substantial, moderate, and weak, respectively, indicating that the model's predictive strength is at an acceptable but improvable level. To further assess the model’s predictive accuracy, the Q2 values were computed using the blindfolding procedure. The results confirm in Table 5 the predictive relevance of the model, with values exceeding 0, signifying that the model possesses some predictive capability (Hair et al., 2019). The Q2 values suggest that the model is capable of explaining the variance in environmental performance to a moderate extent. The R2 values obtained in this study align with findings in sustainability and environmental management research, where moderate predictive power is commonly observed (Nitzl et al., 2016). To enhance the model’s explanatory strength, future research could incorporate additional constructs such as corporate sustainability strategies, environmental regulations and compliance, or leadership commitment to sustainability (Chang et al., 2024; Moinuddin & Olsen, 2024; Wang & Bian, 2022). These factors may provide a more comprehensive understanding of environmental performance determinants. Additionally, integrating stakeholder pressure and green innovation initiatives could refine the model’s predictive power and offer deeper insights into how businesses can improve environmental performance.
Construct Cross-Validated Effect Size (Q2).
Note. Q2 (=1-SSE/SSO).
In conclusion, the model demonstrates a moderate predictive capability for the relationships between environmental factors and organizational performance, though further research is needed to refine predictive accuracy and identify additional mediators.
Discussion and Conclusion
The results of this study highlight the essential role of environmental knowledge in fostering sustainability awareness and behavior change (Marcos-Merino et al., 2020). Understanding environmental sustainability is crucial in shaping values and encourage actions that contribute to long term ecological stability. Research has consistently shown that knowledge and education play a transformative role in shifting attitudes and behavior toward sustainability, making them vital tools for achieving Agenda 2030. (Ando et al., 2019). However, despite its recognized importance, this study found that SDG awareness does not mediate the relationship between environmental knowledge, environmental orientation and environmental performance. This suggests that mere awareness is insufficient to drive tangible improvements in environmental outcomes. A possible explanation of this finding is that many organizations engage with SDGs superficially, treating them as a branding tool rather than implementing substantive action, a phenomenon known as SDG- (Heras-Saizarbitoria et al., 2022). Structural and behavioral barriers, such as prioritizing short-term economic gains over sustainability, further weaken the link between SDG awareness and environmental performance (Moinuddin & Olsen, 2024). Instead, effective environmental outcomes require strategic integration, such as corporate social responsibility initiatives and targeted environmental strategies, which have been found to be more effective mediators than general SDG awareness (Wang, & Bian, 2022). Moreover, sustainability efforts demand actionable frameworks, adequate resources and organizational competencies without these, awareness remains disconnected from impactful action (Soekotjo et al., 2025). Several contextual factors may further explain the weak link between SDG awareness and environmental performance. Factors such as cultural differences, varying levels of employees' understanding of SDGs, institutional priorities or the effectiveness of sustainability training programs may have weak link between SDG awareness and environmental performance (Gill et al., 2021; Pickering et al., 2022). The mode of SDG awareness dissemination whether through formal training or passive exposure may also impact employees’ engagement with sustainability initiatives and practices. Addressing these aspects could provide a more comprehensive understanding of the study’s results and suggest possible improvements, such as refining awareness programs, integrating sustainability into organizational culture or enhancing employee engagement strategies.
Despite the weak moderating role of SDG awareness, the study confirms that environmental knowledge positively impacts environmental performance. The knowledge acquisition and education on sustainable environmental activities can enhance employee participation, governance and environmental rights (Pickering et al., 2022). Employees who recognize environmental challenges are more likely to disclose environmental activities and make informed decisions that strategically contribute to sustainability goals (Cuifang & Rui, 2019). Furthermore, familiarizing employees with environmental crises and their consequences fosters proactive green behavior leading to better employee performance. Literature also supports the idea that external and internal factors develops proactive green behavior in employees (Mady et al., 2022). It clarifies that investing in knowledge and capacity building enables an employee/organization to respond proactively to environmental requirements. Such practices enhance green values, norms and ecological performance. Literature also elucidates that environmental capabilities significantly improve performance as green capabilities and values help to attain environmentally stable surroundings that develop competitive advantage, financial soundness, and a conductive environment (Rehman et al., 2022). Therefore, the study’s results align with the literature that the knowledge of environmental activities not only boosts the understanding of environmental practices but also enhances economic growth and environmental stability. The study further postulates that the knowledge and orientation sessions on environmental activities develop a sense of recognition in employees for environmentally hazardous issues. The information of environmental crises builds aptitude and propensity to handle the problems (Pickering et al., 2022). Additionally, the environmental orientation session may provide a strategic direction to build employee perception about environmental crises and their consequences. However, the study’s results do not coincide with the current literature. The results show that environmental knowledge and orientation do not have a significant indirect impact on employee performance. They also do not strategically influence employees. Therefore, the awareness of SDGs does not play a significant role in improving performance. One possible reasons for this incompatibility can be due to the lack of widely accepted standards set by the UN for convening the green SDGs orientation and awareness programs (Rehman et al., 2022), that is, it could be interpreted that the goals (i.e., Agenda 2030) are complex and complicated. It became difficult to understand the complexity of the SDGs, and its integrated nature makes it more challenging to understand each goal’s severity and its tradeoffs. Moreover, another reason for the failure of SDG awareness programs may be lack of planning, low-quality material, and deficiency in implementation. Although, the findings of this study differ from previous research that highlighted environmental orientation as an effective tool (Pellegrini et al., 2018; Yang et al., 2020). Unlike earlier studies, this research does not identify it as a means to minimize environmental impacts or enhance resource efficiency. Similarly, another study identified environmental orientation as a successful implementation technique that fosters proactive environmental practices (Chan et al., 2012). Despite this, the results indicate that environmental knowledge and orientation do not significantly influence environmental performance through SDGs. These variables were found to be ineffective in fostering ecological awareness.
Theoretical and Practical Implications
The study provides valuable insights in to into the relationship between environmental knowingness, environmental orientation, SDG awareness, and sustainable performance, using the AMO theory and behavior change model as foundational frameworks. This study examines the association between environmental knowingness, environmental orientation, awareness of SDGs, and sustainable performance contributing to the empirical and theoretical literature on sustainability. The findings reveal that while the direct effects of the environmental knowingness and orientation significantly influence sustainable performance, the mediating role of SDG awareness remains inconclusive. This suggests that awareness alone may not be sufficient to drive substantial environmental improvements, reinforcing the need for further investigation into how SDG initiatives can be effectively integrated into corporate sustainability efforts (Wang & Bian, 2022). Moreover, the study extends the literature by highlighting the critical role of environmental knowingness on performance. Employees with comprehensive knowledge and understanding of environmental issues contribute positively to an organization’s environmental stability and crisis response strategies. This aligns with prior research, which suggests that well-informed employees propose eco-friendly policies and take proactive actions to mitigate environmental risks (Moinuddin & Olsen, 2024). Furthermore, awareness of SDGs fosters tacit knowledge and intellectual capacity, enhancing an organization’s ability to integrate sustainable practices effectively (Djossouvi et al., 2024). Employees equipped with environmental insights can formulate and execute strategic interventions, creating a healthier environment while enhancing overall performance.
From a practical perspective, the study highlights the necessity for organizations to integrate environmental concerns into their strategic and operational frameworks. Corporate leaders and policymakers should institutionalize knowledge-sharing mechanisms and cultivate a culture of sustainability within organizations. Organizations must proactively integrate environmental concerns into their strategies and operational frameworks, ensuring that sustainability becomes a core business priority (Wang & Bian, 2022). The effective environmental management requires institutionalizing knowledge-sharing mechanisms and fostering a culture of sustainability within organizations. Aligning with corporate social responsibility principles, businesses must embed environmental considerations into their long-term strategies to generate positive environmental, economic, and social outcomes (Moinuddin & Olsen, 2024). Additionally, structured environmental training programs should be implemented to improve employees’ environmental literacy. These programs can help build organizational green capacity, enabling firms to adopt, integrate, and expand eco-innovative practices that drive competitive advantages and performance improvements (Djossouvi et al., 2024). Given the interconnectedness of sustainability and business strategy, organizations should actively incorporate SDGs into their decision-making processes. By doing so, they can strengthen their commitment to sustainability while positioning themselves as leaders in sustainable business practices. This study underscores the importance of proactive engagement in environmental initiatives, urging practitioners to integrate sustainability into their corporate strategies and operational plans for long-term success.
Limitations and Recommendations
The study encompasses several limitations, primarily concerning generalizability and time frame. Additionally, it considers only a limited number of variables, thus, open avenues for further research. Future studies may explore other internal and external environmental drivers that enhance performance, including the impact of green values and green capacity. (Ansong et al., 2025). Moreover, incorporating factors such as employee’s personal values, company policies and industry characteristics could provide a more comprehensive understanding of sustainable performance. thus studies may focus on the precedents and antecedents of enhancing sustainable environmental performance (Chams & García-Blandón, 2019). Additionally, the study suggests that management should foster ecological learning by organizing green environmental programs. Such programs are beneficial as they build the organization's green capacity, which helps identify, embrace, integrate and further explore environmental knowledge, practices. Thus, the study suggests that management adopt eco-friendly practices and follow eco-innovative services as this helps the organization gain a competitive edge and enhance performance. The study also recommends that the management make SDGs part of their strategic direction and take the initiative to incorporate them into their plans and policies. Future research could also replicate this study across diverse settings and geographical regions to validate the proposed hypotheses and strengthen the findings.
The present study has limitations in terms of sample representativeness and geographical scope, which may impact the generalizability of its findings. The sample is restricted to employees of UN institutes in Balochistan, Pakistan, which, while relevant to the research objectives, does not reflect perspectives from other organizations, sectors or regions. This geographic limitation may introduce contextual biases, as institutional structures, workplace environments and cultural factors within UN organizations may differ from those in other industries. Moreover, the study does not account for variations in organizational policies, economic conditions or socio-political influences that could shape employee’s environmental attitudes and behaviors in different settings. As a result, the findings should be interpreted within this specific context and caution is advised when extrapolating them to broader populations. Future research should aim to expand the sample to include diverse industries, organizations and geographical locations to improve external validity and provide a more comprehensive understanding of the relationships examined (Filippelli et al., 2025). Moreover, the study relies on established methodological approaches to test the hypotheses, ensuring that the findings are valid within the chosen framework. However, it is recommended that future studies incorporate multiple analytical techniques, such as alternative statistical models, longitudinal analyses, or cross-validation methods, to enhance result reliability and strengthen the model’s credibility. Additionally, researchers could explore comparative studies across different industries or regions to assess the generalizability of findings and further validate the impact of SDG awareness on environmental performance.
Measurement Tools.
Below is a detailed list of the key measurement tools used in the study, including questionnaire items for each variable.
Footnotes
Funding
The authors received no financial support for the research, authorship, and/or publication of this article.
Declaration of Conflicting Interests
The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.
Data Availability Statement
The data is avaiable upon geniune request.