http://www.europeanjournalofsocialsciences.com/
How to Build A Green Banking Image:
An Effort to Establish The Citizenship Behavior and
Environmental Organizational Culture
Sri Widyastuti Department of Management
Faculty of Economic and Business, University of Pancasila Jl. Srengseng Sawah – Jagakarsa – South Jakarta Indonesia
Mts. Arif STIE Kusuma Negara
Yunizar
Department of Management and Business, Faculty of Economics and Business, Universitas Padjadjaran
Abstract
Purpose – Companies need some efforts to establish organizational citizenship behavior and also enter green concepts in ethical philosophy into the culture of the organization. However, for banks, it is not easy because the service performance is formed by the characters of the employees. The study aims and reveals the fact on how far the behavior of citizenship and cultural organizations can establish an environmentally friendly green image and an impact on banking competitive advantage.
Design/methodology/approach – This study is conducted by a survey to the company employees engaged in banking industry. The sample is determined by purposive sampling as many as 114 employees of banks in Jakarta and surrounding areas. Equation Modeling (SEM) is used to evaluate the hypotheses regarding relationships among model constructs.
Findings – In banking industry, citizenship behavior and organizational culture influence the development of environmentally friendly green corporate image but the green competitive advantages have no direct influence. Citizenship behavior and organizational culture affect the environmentally friendly green competitive advantage through forming a green corporate image.
Research limitations/implications – This research is conducted in a limited area so findings are less generalized.
Practical implications – Companies engaged in banking industry can shape the citizenship behavior by cooperation, mutual help, giving advice, active participation, and extra services as well as the use of effective working time. The green culture within the organization can be established with the organization's commitment to the environment.
Social implications – The image of banking industry will be formed as a company that is committed to applying the principles of sustainable development and improving the ability to manage risks that have impact on the environment. This image will encourage the company to become the prime mover of growth in the green environment which will make a green economy based initiatives. Thus it would potentially create new economic growth and new jobs, and reduce poverty.
Originality/value – The results of this study can be applied in industry-based environment, in terms of internal efforts that shape the behavior of citizenship and cultural organizations with environmental and external efforts to green corporate image development that will have an impact on the corporate advantage in competition.
Keywords – Corporate image, citizenship behavior, organizational culture, competitive advantage.
Introduction
Preserving the environment is a necessity that cannot be postponed anymore and not only the responsibility of the government or the leader of one country alone but also the responsibility of every human being on earth. Human beings must make an effort to save the environment in the surrounding in accordance with their respective capabilities. The government attempted to realize a just and prosperous life for its people, without causing environmental damage. According to chase as quoted by Willum (1998) environmental issues and the agenda for sustainable development have an increasingly international dimension. This means that the challenge faced by the organizations globally is adoption of sustainable business practices. Companies require some efforts to insert green concepts in ethical philosophy into organizational culture, including the shaping of organizational citizenship behavior. Businesses are faced with increasing challenges of environmental protection and demand for environmentally friendly products and services, Charter & Polonsky (1999). It is expected that the company's green image can be formed, and society is confident that the company conducts business ethically and environmentally friendly so that it can win the competition.
Attention to these natural conditions has changed the paradigm of the company's view, marketers, and consumers to contribute to the change for the better for nature itself. In the current competitive business environment, companies are for-profit and social responsibility has started to adopt the concept of green marketing and resolve environmental issues as a source of competitive advantage in developing and promoting green products to meet the demands of environmentally conscious customers. Corporate social responsibility is managerial liabilities to take action to protect and promote the interests of the organization and the welfare of society as a whole. According to the concept of corporate social responsibility by Carroll & Shabana (2010), social responsibility is created from the social power. The business operates two open systems with input from the public acceptance and operation to the public. In this case, a successful organization has a superior performance, requiring employees to do more than their formal duties and be willing to deliver performance that exceeds expectations.
In the dynamic world of work such as this, where the tasks are more often done in teams, flexibility is important. Organizations want employees who are willing to perform tasks that are not listed in their job description. The fact shows that the organizations having employees who have good Organization Citizenship Behavior / OCB will have better performance and be ahead of the competition (Robbins & Judge, 2008). However, employees often do only limited duties and responsibilities; they will not by themselves do the work that is not their job. It has not become a habit or culture-oriented work on overall performance.
Companies can achieve environmental goals, comply with the environmental regulations, anticipate the environmental impact of the company's operations, and take steps to reduce waste and pollution before regulations or seek positive ways to take advantage of business opportunities through environmental improvements (Chen, 2010). Business organizations have a responsibility to engage in certain social issues which are outside their operations (Chitakornkijsil, 2012). If environmental issues are important for consumers to choose the product and if the company in the market becomes the only bidder with an eco-
friendly marketing mix among its competitors, the company’s strategic competitive advantage will be high (Straughan & Roberts, 1999). However, in many service companies, the image as a green company is difficult to be realized only with a slogan; the leader is responsible for creating a work culture through the creation of environmentally friendly strategic vision and mission.
The purpose of this paper is to identify and reveal the extent of the facts of organizational citizenship behavior and organizational culture environmentally friendly applied within the organization. The study also aims to reveal the fact against the development of green corporate image that is formed from the organizational citizenship behavior and organizational culture environmentally friendly so that companies can create green competitive advantages. Furthermore, this study aims to review the marketing responses to environmental concerns facing the world today with organizational citizenship behavior and organizational culture with green environment to achieve competitive advantage through green corporate image.
Literature Review
Organizational Citizenship Behavior
OCB is everything spontaneously carried out by employees who can help co-workers to be more productive and increase corporate profits. The company will benefit if it can encourage employees to demonstrate OCB because it has been proven through research that OCB can improve productivity, efficiency, and customer satisfaction; and reduce costs, the level of employee turnover, and absenteeism (Podsakoff et al, 2009). OCB is associated with low levels of employee turnover and increasing levels of productivity, efficiency, and job satisfaction thereby reducing the company's costs (Podsakoff et al, 2000). Employees might perform OCB’s out of a sense of obligation to return any number of perceived material or social benefits they have gained from the organization (Organ et al, 2006). Social exchange has received a great deal of credit during the last three decades for linking employee attitudes and OCB performance, yet as Cropanzano & Mitchell (2005) point out, many ambiguities remain. (Kim, 2014) clearly showed that affective commitment fully mediates the relationship between clan culture and organizational citizenship behavior and that clan culture partially mediates the relationship between transformational leadership and affective commitment.
With regard to employee selection, the moderating impact of person organization fit on the ethical culture ethical intent relationship has interesting implications. From a positive perspective, since the association between ethical culture and ethical intent is stronger given good person organization fit, the ideal scenario for a organization would involve maintaining positive ethical culture over time, such that existing employees with a tendency to behave ethically, recommend similar others for job openings (Ruiz & Martı´nez, 2014). Indeed ethical culture relates positively to employee willingness to recommend the organization to others (Ruiz, et al, 2012). In this way, the companies could benefit from the compound effect of ethical culture and person organization fit on ethical intent. The moderating effect of person organization fit on the ethical culture ethical intent relationship could result in less
positive scenarios as well. Findings from (Murtaza, et al, 2016) suggest that Islamic work ethics has a positive effect on organizational citizenship behaviors. In other words, individuals with high Islamic work ethics demonstrate more citizenship behaviors than those with low Islamic work ethics. The findings also suggest a positive effect of Islamic work ethics on knowledge-sharing behaviors.
Environmentally Friendly Organizational Culture
The role of institutions “as a means for holding society together, giving it sense and purpose and enabling it to adapt.” In general, countries with well developed social institutions are considered having greater adaptive capacity than those with less effective institutional arrangements--commonly, developing nations and those in transition (O’Riordan & Jordan, 1999; Smith & Lenhart, 1996). Increased environmental awareness among businesses supported more evidence with the emergence of various regulations, rules, and policies to address various impacts of industrial activities on the environment. Effective environmental management includes all the elements that exist within the organization (Lee, 2009). (Davies et al, 2011) indicated that consumers’ propensity to consider ethics is significantly lower in luxury purchases when compared to commoditized purchases and explores some of the potential reasons for this reduced propensity to identify or act upon ethical issues in luxury consumption.
Green organizations culture positively related to the identity of the organization can be developed when top managers are able to interpret a variety of issues because managers are expected to identify threats, formulate strategies, communicate with the group, and resolve conflicts; therefore, the identity of the organization is formed by the interpretation of the leader and beliefs that guide and encourage organizational behavior (Foreman & Whetten, 2002). Transformational leadership would positively be correlated to the propensity of companies to undertake corporate social responsibility, and the leader will carry out activities of corporate social responsibility strategy (Waldman, et al, 2004). Ethical issue is an important issue in facilitating the personal moral reflection from the marketing professionals (Chitakornkijsil, 2012). Businesses that adopt a strategy of proactive environmental management can integrate environmental protection purposes with different departments within the company to solve environmental problems by making use of innovative environmental technologies (Greeno & Robinson, 1992); therefore, there is a need in the field of management to anticipate and to plan environmental concerns, as well as to incorporate this thinking into corporate strategy (Haden, et al, 2009).
Green Corporate Image
The growth of public awareness impacts on the companies’ propensity to be more concerned about environmental protection as a corporate social responsibility (Dwyer, 2009; Lee, 2009).
In the era of the establishment of public awareness on environmental sustainability, the company began to pay more attention to green marketing in some industries such as information and electronics industry (Chen 2010). It is done with the expectation that the company's image can be formed, that is green companies are companies that concerned about the environment. Most buyers are influenced by advertising that reflects the company's commitment to the environment (Polonsky & Ottman, 1998). Companies that do green
advertising tend to depict the image of environmentally friendly; they influence consumer purchase decisions. Consumers appear to associate themselves with the company to protect the environment. When a company communicates its promotion, publicity, and corporate social responsibility through its advertising , the company is sure to get a lot of loyal customers. (Rezai et al, 2013) determined that the relationship between the socio demographic variables towards the consumers’ perception towards the green concept recommendation, to establish a positive perception of the green concept for the consumers.
Consumers are ready to base their purchasing decisions on the purchase of products that do not harm the environment. In fact, there is a segment of "green" consumers in different samples significantly influence some aspects from the other market segments, Do Pac & Ma´Rio, (2009). Research (Wei, et al, 2012) may have had implications for the green marketing use of effectively attractive advertising and pricing strategies to improve consumer perceptions and purchase intentions towards green products. Their concerns are not always translated into environmentally friendly behavior; there are consumers who are ready to base their purchasing decisions on purchasing the products that do not harm the environment (Do Pac & Ma´Rio, 2009). Merger of brand personality variables such as sincerity, competence, and sophistication influence the formation of customer's intention to buy organic fast food (Othman & Rahman, 2014). With a green corporate image that has been built, people believe that companies do business more ethically and environmentally friendly so that the purchasing decisions of green products / services are faster realized, Chen & Lee (2015).
In the context of organizational citizenship behavior, organizational culture, and the company's green environmentally friendly, this study proposes the hypotheses as follows:
HI : Organizational citizenship behavior influences the green company image.
H2 : Environmentally friendly organizational culture influences the green company image.
H3 : Organizational citizen behavior and environmentally friendly organizational culture influence the green corporate image.
Green Competitive Advantage
In general, companies position themselves in the industry because it is the basis of competitive strategy. The competitive strategy itself is a source of the competitive advantage.
If the company needs to position itself strategically in the industry (market environment), then it should position itself strategically in the non-market environment (legal, social, political). In this case, the company can balance itself between the positions of a strategic nature that leads to the market environment and also at the same ethical leading to the non- market environment. Existing environment turbulence does not provide options to the company. Instead, the company has to start practicing sustainable green management (Rajput et al, 2013). Sustainable development of enterprises can be modeled by integrating the development dimension of social, economic, and environmental (Chow & Chen, 2012). Thus the green logo on the products or services produced by the company indicates that their products or services have a competitive advantage. As a result, most of the purchasing decisions of customers are affected by the green product label (Yazdanifard & Erdoo, 2011).
Findings (May, 2012) stated that the government's initiative had the most significant effect on the intention of green purchasing among Malaysian consumers. There are needs that develop and shift to green product and service by marketers or consumers. Through
consumer change to green purchase will be costly for consumers or business, it can be beneficial in the long term (Cherian & Jolly, 2012). According to Hartmann & Ahring (2006), a well implemented green positioning strategy can lead on the whole to a more favourable perception of the brand, thus giving support to the green marketing approach in general. The implementation of green strategies will have a positive impact on brand perception. Green strategies are implemented by the company with the aim to enhance the reputation of the brand. Retnawati (2011) suggested that there was a strong association between the action of environment-oriented company and social responsibility, as it will encourage buying behavior. Therefore, a green business strategy encourages purchases, thus increasing revenues from sales. According to Hosein & Amin (2011), green marketing activities will enable the company to shine next to their competitors by offering new products with extra advantages, in the new markets.
In the context of organizational citizenship behavior, environmentally friendly organizational culture and green image company, this study proposes the hypotheses as follows:
H4 : Organizational citizenship behavior influences the green competitive advantage.
H5 : Environmentally friendly organizational culture influences the green competitive advantage.
H6 : Organizational citizenship behavior and environmentally friendly organizational culture influence the green competitive advantage.
H7 Organizational citizenship behavior and environmentally friendly organizational culture influence the green competitive advantage through the green corporate image.
Figure 1 - The Research Framework
All of the variables in this study will be elaborated within the framework of the marketing concept. The variables of citizenship behavior and environmentally friendly organizational culture will be described thoroughly in the first stage of this research.
Green Corporate Image (Y) -‐ Image Awareness -‐ Company
Reputation -‐ Quality Impression -‐ Brand Association
Green Competitive Advantage (Z) - Benefits Excellence - Cost Advantages - Profitability Organizational Citizenship
Behavior (X1) -‐ Altruism -‐ Civic Virtue -‐ Conscientiousness -‐ Courtesy
-‐ Sportsmanship
Environmentally Friendly Organizational Culture
(X2)
-‐ Organizational Identity -‐ Leadership Perspectives -‐ Institutional Perspective -‐ Resource-Based
Perspective
Furthermore, green corporate image and green competitive advantage variables measured based on the perceptions and preferences of employees of corporate banking services that are part of the second study will also reveal the relation of the variables to be studied.
Method
This study is conducted by a survey of company employees engaged in the banking industry.
The sample is determined by purposive sampling. The sample for this study consists of 114 full-time employees of banking industry in Jakarta and surrounding areas. Data processing uses Structural Equation Model (SEM) Smart PLS. The type of investigation in this study is correlational research and causality because it states the relationship between independent and dependent variables based on a causal relationship. The dimension of time is cross- sectional reflecting an overview of a state at any given time.
Measures
In the interest of consistency, we used a five-point Likert-type scale for responses to all survey items. This study hypothesizes that organizational citizenship behavior and environmentally friendly organizational culture, green corporate image, and green competitive advantage are focal intermediate constructs in a latent structure model. Thus, in the structural equation model, organizational citizenship behavior and environmentally friendly organizational cultures are an exogenous construct, and green corporate image and green competitive advantage are endogenous constructs (Figure l). The instrument was composed of 60 measurement items. The measurement items relate to the constructs of organizational citizenship behavior, organization culture with environmental, green corporate image, and green competitive advantage. This study used items which have effectively measured these constructs based on their high level of reliability and validity in previous research. However, modifications have been made on certain measures to make them more appropriate for the context of this study. All constructs were operationalized by using multi- item measures. Table 1 presents a listing of the constructs and measures employed in the study. In the interest of consistency, we used a five-point Likert-type scale for responses to all survey items.
Exogenous constructs. We measured OCB using the 20-item scale developed by Podsakoff et al (1990). This scale was chosen for its sound psychometric properties and extensive use in previously published OCB research. The scale also successfully captured the following five major factors of OCB, including altruism, conscientiousness, sportsmanship, courtesy, and civic virtue. The next dependent variable is the environmentally friendly organizational culture using 16-item referring to Foreman & Whetten (2002) and Lee (2009), where a culture of green organizations can identify the identity of an organization formed by the interpretation of the leader and beliefs that guide and encourage the organizational behavior.
Effective environmental management includes all the elements that exist within the organization. Thus there are four factors from the environmentally friendly organizational culture including the identity of the organization, a leadership perspective, the perspective of institutional, and resource-based perspective.
Endogenous constructs. We measure the green corporate image using a 12-item based on Othman & Rahman (2014), the brand personality like sincerity, competence, and sophistication with a green corporate image that has been built to make the public believe that companies do business more ethically and environmentally friendly. Thus there are four
factors of green corporate image, reflecting in image awareness, company reputation, quality impression, and brand association. Next, the variable of green competitive advantage using a 12-item refers to Hosein (2011), that is green marketing activities will enable the company to be superior to competitors through offering new products with the added advantage, in the new market. Scales which are able to be captured are benefits excellence, cost advantages, and profitability.
Analytic strategy. I applied Ringle et al (2005) two-step, partial least squares structural equation modeling (PLS-SEM), using SmartPLS, to test the hypotheses. This approach has been used across a broad set of business research domains, including strategy (e.g. Hulland, 1999), marketing (e.g. Fornell and Bookstein, 1982).
Results And Discussion
Testing Measurement Model
The testing measurement model is the evaluation of the relationship between the construct of OCB, OCW, GCI, and GCA analyzed with the indicators. Testing measurement model includes two stages of testing against convergent validity and discriminant validity.
Convergent validity testing includes indicator validity, reliability construct, and the value of Average Variance Extracted (AVE). Loading factor to construct organizational citizenship behavior, environmentally friendly organizational culture, green corporate image, and the green competitive advantage is high enough that all is above the required greater than or equal to 0.6 (≥ 0.6). Loading factor is the correlation between the indicators and their constructs. Higher correlation is indicating a better level of validity. SmartPLS bootstrapping shows that the value of the t statistic for the correlation between the indicators and OCB construct, OCW, GCI, and GCA is all above the required 1,96 (t statistic > 1.96), so obviously all the indicators have significant validity.
Furthermore, the convergent validity testing is obtained from reliability construct. The construct is said to have good reliability if the composite value reliability is above 0.7 (≥
0.70), Cronbach's alpha above 0.7 (≥ 0.70), and AVE values above 0.5 (≥ 0.50). The construct of OCB, OCW, GCI, and GCA have value reliability above 0.70 Composite (Composite reliability> 0.70), Cronbach alpha values above 0.70 (Cronbach alpha> 0.70), and the value of AVE above 0,50 (AVE> 0.50). Thus the entire construct can be expressed reliably.
Discriminant validity testing is performed by using the value of cross-loadings. The criteria in cross loadings are that each indicator that measures its construct must be correlated higher than its construct compared with another construct. The result of output cross loadings indicators are to construct OCB, OCW, GCI, and GCA. Correlation X1 up to X5 to construct OCB is 0.847, 0.837, 0.889, 0.751, and 0.824; the value of the indicator correlation with OCB is higher than another construct. This also applies to other indicators in each construct.
Thus it can be said that any correlation between the indicators to construct its own discriminant validity is good.
Testing Structural Model
Tabel 1 - Goodness of Fit (GoF)
Source: Result of the research
Structural model testing includes testing the significance of the relationship path (t test), R2, Effect Size f2, and Stone-Geisser Q Square test (Q2). Path Coefficient explains that GCI has a significant positive effect on the GCA. This is indicated by the value of the path coefficient (0.821) being positive and significant at α = 5%, which is indicated by the t statistic 3.356> 1.96 and p-values <5%. OCB has a positive effect and is not significant to the GCA, as shown by the path coefficient (0.066) being positive and significant at α = 5%, which is indicated by the t statistic 0.301 <1.96 and p-values <5%., and so on. However, OCB has positive and significant indirect influence to GCA through GCI; this is indicated by the value of the path coefficient (0.467) being positive and significant at α = 5%, which is indicated by the t statistic 2.318> 1.96 and p-values (0.021) <5%. Next is to see the value of R2 to construct GCI and GCA, OCB, and construct GCI OCW to explain the variability of 74.1%. Referring to Chin (1998), this value is included in the strong category. While the OCB, OCW, and GCI are able to explain the variability construct GCA by 71.2%, referring to Chin (1998), this value is included in the strong category.
Another assessment of the value of the effect size is a construct f2 OCW against GCI of 0.200; this value indicates that the effect size f2 construct OCW when there is or there is not in the model is included in the major categories at the structural level (a major contribution to the model). OCW construct f2 effect size against the GCA is of 0.002; this value indicates that the effect size f2 construct OCW when there is or there is not in the model is in the category of the small structural level (contributed little to the model). Likewise, the effect size of the OCB construct f2 GCI is at 0.539; this value indicates that the OCB construct f2 effect size when there is or there is not in the model is included in the major categories at the structural level. OCB construct f2 effect size of the GCA is of 0.004; this value indicates that the OCB construct f2 effect size when there is or there is not in the model is in the category of small at the structural level. Moreover, construct GCI f2 effect size of the GCA is at 0.607;
Original Sample
(O)
Cumunalities Average
R2 Average GoF
X1 <- OCB 0,847
0,779 0,727 0,752
X2 <- OCB 0,837
X3 <- OCB 0,889
X4 <- OCB 0,751
X5 <- OCB 0,824
X6 <- OCW 0,888
X7 <- OCW 0,938
X8 <- OCW 0,940
X9 <- OCW 0,876
Y1 <- GCI 0,929
Y2 <- GCI 0,834
Y3 <- GCI 0,889
Y4 <- GCI 0,905
Z1 <- GCA 0,900
Z2 <- GCA 0,949
Z3 <- GCA 0,900
this value indicates that the effect size f2 construct GCI when there is or there is not in the model is included in the major categories at the structural level. Construct cross-validated redundancy index which is still greater than 0 (> 0) is 0.534 and 0.592; this shows that the construct organization citizenship behavior (OCB) and environmentally friendly organizational culture (OCW) still have better predictive relevance for latent construct of the development of green corporate image (GCI). Likewise, construct organizational citizenship behavior (OCB), environmentally friendly organizational culture (OCW), and the development of green corporate image (GCI) still have better predictive relevance for latent construct of green corporate advantages (GCA).
The last testing is the overall evaluation (measurement model and the structural model) to see the value of Goodness of Fit (GoF). GoF value is the root of the result of multiplying the average communalities with an average R2. A combination of the measurement model with a structural model has the value of Goodness of Fit (GoF) of 0.752; this value indicates that the combined performance of the models is classified into high category (Tanenhaus et al, 2004).
Hypothesis testing
OCB has a positive and significant impact on the GCI. This is indicated by the path coefficient value (0569) being positive and significant at α = 5%, which is indicated by the t
statistic 5.598> 1.96 and p-values <5%. OCB has a positive and significant impact on the GCI.
This is indicated by the path coefficient value (2899) being positive and significant at α = 5%, which is indicated by the t statistic 2,899> 1.96 and p-values <5%. However, OCB has a positive influence and not significant to GCA. This is indicated by the value of the path coefficient (0.066) being positive and not significant at α = 5%, which is indicated by the t
statistic 0.301 <1.96 and p-values> 5%. OCB has a negative effect and no significant effect on
GCA. This is indicated by the path coefficient value (-0042) being negative and not significant at α = 5%, which is indicated by the t statistic 0243 <1.96 and p-values> 5%.
Table 2 - Relationship between the Variables (Direct and Indirect Effect) on the Banking Companies
Source: Result of the research Origina
l Sample
(O)
Sample Mean
(M)
Stand.Error (STERR)
R Square
T Statistics (|O/STERR|
)
P Values
Test Results Statistics OCB -> GCI 0.569 0.339 0.120 0.741 5.598 0.000 Significant
OCW -> GCI 0.347 0.582 0.101 2.899 0.004 Significant
OCB -> GCA 0.066 0.061 0.220 0.712 0.301 0.764 No
Significant
OCW-> GCA -0.042 -0.051 0.173 0.243 0.808 No
Significant
GCI -> GCA 0.821 0.840 0.245 3.356 0.001 Significant
OCB -> GCI-
> GCA
0.467 0.506 0.201 2.318 0.021 Significant
OCW-> GCI-
> GCA
0.285 0.279 0.136 2.100 0.036 Significant
GCI has a significant positive effect on the GCA. This is indicated by the value of the path coefficient (0.821) being positive and significant at α = 5%, which is indicated by the t
statistic 3.356> 1.96 and p-values <5%. OCB has positive and significant indirect influence to
GCA through GCI. This is indicated by the value of the path coefficient (0.467) being positive and significant at α = 5%, which is indicated by the t statistic 2.318> 1.96 and p-values (0.021) <5%. OCB has positive and significant indirect influence to GCA through GCI. This is indicated by the value of the path coefficient (0.285) being positive and significant at α = 5%, which is indicated by the t statistic 2.100> 1.96 and p-values (0.036) <5%.
Discussion
The formation of the organizational citizenship behavior and environmentally friendly organizational culture on banking company can be influential in building a positive green corporate image. The organization will continue to exist being supported by employees who are loyal and committed to the organization, indicated by the attitude and behavior of employees in the workplace. The positive behavior of employees or members of an organization is capable to support the performance of individuals and the performance of the organization for the development of the better organization. Compliance and loyalty are the definitions of citizenship in the broad sense so that the essence of citizenship behavior is obedience, loyalty, and participation. In this study, banking company has been able to motivate its employees to obey, be loyal, and spontaneously help their co-workers. This can improve productivity, efficiency, and customer satisfaction; and reduce costs, the level of employee turnover, and absenteeism (Podsakoff et al, 2009).
It also concurs with the research of Organ et al (2008), specifically, OCB can affect the performance of the organization in terms of encouraging increased productivity of managers and employees of the bank to encourage the use of the resources owned by the bank for more specific purposes. Besides, it also reduces the need to use bank resources that are scarce in the maintenance function, facilitate the coordination of activities among team members and work groups. It can further improve the bank's ability to maintain and retain qualified employees by creating a work environment as more pleasant place to work, and improve the stability of the bank's performance by reducing the diversity of performance variations of individual organizational units. Meanwhile, the impression of the quality of banking services formed shows an increase in its capacity to adapt to environmental changes. It shows that the bank is able to build a green corporate image in Jabodetabek. Companies engaged in the banking business also have an environmentally friendly culture in connection with the efficient use of resources such as electricity, water, paper, and telephone. This is in line with the research (Chen, 2008) that the company can achieve environmental goals, comply with environmental regulations, anticipate the environmental impact of the company's operations, and take steps to reduce waste and pollution before regulations or seek positive ways to take advantage of business opportunities through improved environment. The use of technology can help banking firms adopt proactive environmental management strategies which can integrate environmental protection goals by utilizing innovative environmental technologies (Greeno & Robinson, 1992). The management of banking company should also pay attention to the needs of the environment with CSR activities held, particularly in the field of management to anticipate and to plan for environmental concerns as well as to incorporate this thinking into corporate strategy.
The formation of the organizational citizenship behavior and environmentally friendly organizational culture cannot be influential in building the green company's competitive advantage. This is in line with the creation of public awareness on environmental sustainability (Chen 2010). It is expected that the company's image being formed is green company, that is a company that cares about the environment. However, the banking industry has not been able to realize an environmentally friendly corporate image. Public has not seen this in full because it offers banking services that are environmentally friendly with characteristics that are difficult to identify. Green banking services are difficult to measure directly by the people, being made invisible from the side of the green advantages compared to competitors. The formation of the organizational citizenship behavior and environmentally friendly organizational culture can affect the green company competitive advantages generated through the green corporate image that was built by banking company. Aligned with the research of Polonsky & Ottman (1998), if a green corporate image has been built, people believe that companies do business more ethically and environmentally friendly, so that the purchasing decisions of green products / services are more quickly realized. Most buyers are influenced by advertising that reflects the company's commitment to the environment. Companies conducting green ads tend to depict the image of environmentally friendly; they influence consumer purchase decisions. Consumers are ready to base their purchasing decisions on the purchasing the products that do not harm the environment.
It has also aligned with the opinion of Do Pac & Ma'Rio (2009), that there was a segment of "green" consumers in different samples with significant influence in some aspects of other market segments; this study may have implications in the use of green marketing pulling advertising effectively and pricing strategies to improve consumer perceptions and purchase intentions towards green products, Wei et al (2012). In banking, more green images can be shown from the results of a variety of information about the social activities of environment-oriented enterprise. This gives confidence to consumers to take advantage of banking services. Aligned with the research of Do Pac & Ma'Rio (2009), the concerns of consumers are not always translated into environmentally friendly behavior; there are consumers who are ready to base their purchasing decisions on purchasing the products that do not harm the environment.
Rezai et al, (2013) determined the relationship between the socio demographic variables towards the consumers’ perception towards the green concept recommendation, to establish a positive perception of the green concept for the consumers. Consumers are ready to base their purchasing decisions on purchasing the products that do not harm the environment significantly, Do Pac & Ma'Rio (2009). With a green corporate image that has been built on a banking company, public believe that companies do business more ethically and environmentally friendly, making green purchase decision services more quickly realized. Turbulence environment requires the company to begin practicing sustainable green management. Green logo on the products or services produced by the company indicates that their products or services have a competitive advantage, so most of the purchasing decisions of customers are affected by a green product label (Rajput et al, 2013; Yazdanifard & Erdoo, 2011). Go Green banking service with its own standard operating procedures in such a way can run the service efficiently when consumers are given an understanding of the quality of banking services that are environmentally friendly. It is the hope of the companies that the
company’s image can be formed as green companies, that is companies that care about the environment. It will form a brand personality where its impact can position the company ahead of competitors.
Conclusions, Implications and Limitations
Banks could gain a competitive advantage through forming a green corporate image, for example, BNI Go Green program. This shows the company's commitment to creating environmentally friendly banking. Broader companies apply the principles of sustainable development and improve the ability to manage risks that impact on the environment. This is what will propel the company into the prime mover of growth in green surroundings which will make green based economy initiatives. Thus it would potentially create new economic growth and new jobs, and reduce poverty.
This means that the challenge facing organizations globally is adoption of sustainable business practices. The implication of this is that the future of the discipline is bright. In fact, several authors, academicians, and practitioners hold the same opinion. Polonsky et al (1998) asserts that marketing has to assume a more responsible role for sustainable development.
Williums (1998) projected that environmental issues and sustainable development will dominate board meetings agendas twenty years from now. Ottman (1998) stated that conventional marketing is out and green marketing is in, Charter & Polonsky (1999) argues that businesses are faced with increasing challenges of environmental protection and demand for environmentally friendly products and services. Though the future of green marketing seems to be bright, its growth may be slow and long. To quote Polonsky (1998) “green marketing research is in its infancy”, Kinoti, PM. (2011).
This research was conducted in a limited region so they are less generalizable findings.
However, further research can be carried out with a sample of broader coverage by engaging customers and managers the elements in manufacturing companies where manufacturing companies can clearly implement green marketing concept of the marketing mix, namely green product, green pricing, green placement, and green promotion.
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