Improving green training is necessary to establishing climate initiatives – spills back and is the only way to solve for sustainability.

This study has significant implications for sustainability managers willing to shape a ‘win-win’ organisational context for improving both environmental performance through employees' Table 9 Decomposition of ‘green’ training's effects on OCBO-E, OCBE-I and job satisfaction. DIRECT EFFECT MEDIATED EFFECT TOTAL EFFECT ‘GREEN’ TRAINING / OCBE-O 0.214 0.023 0.239 ‘GREEN’ TRAINING / OCBE-I 0.119 0.017 0.136 ‘GREEN’ TRAINING / JOB SATISFACTION 0.265 0.042 0.308 M. Pinzone et al. / Journal of Cleaner Production 226 (2019) 221e232 229 OCBEs and social sustainability through employees' job satisfaction. These managers are, indeed, recommended to invest in ‘green’ training. In making this investment, they should underline challenging environmental goals and link them to individuals' ‘green’ behaviours. To this end, managers can leverage on new training methods and tools based on challenges, such as employee contests and serious games (e.g., Stanitsas et al., 2018). Managers should also make clear to employees the positive effect of this training on their satisfaction with their job. Sustainability managers should communicate their ‘green’ training activities, highlighting that this organisational effort is aimed at improving the environmental sustainability of the organisation and at supporting the work lives of employees. Sustainability managers are also recommended to design their ‘green’ training in such a way that provides employees with environmental competencies that they can apply at work but that also have a positive spill over into their private lives. For instance, waste management training sessions might include recycling practices that can be adopted at home as well. Similarly, training on energy efficiency can be linked to sustainable energy consumption behaviours in the employees' private domain. Finally, following our model, sustainability managers should assess progress achieved by means of ‘green’ training by monitoring not only the final expected outcomes (i.e., OCBEs and job satisfaction) but also the level of intermediate outcomes (i.e., ‘green’ goal difficulty and ‘green’ POS), for example, through continuous workplace surveys.