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Omnichannel retailing and sustainability are two important challenges for the fast fashion industry. However, the sustainable behavior of fast fashion consumers in an omnichannel environment has not received much attention from researchers. This paper aims to examine the factors that determine consumers’ willingness to participate in fast fashion brands’ used clothes recycling plans in an omnichannel retail environment. In particular, we examine the impact of individual consumer characteristics (environmental attitudes, consumer satisfaction), organizational arrangements constitutive for omnichannel retailing (channel integration), and their interplay (brand identification, impulsive consumption). A conceptual model was developed based on findings from previous research and tested on data that were collected online from Chinese fast fashion consumers. Findings suggest that consumers’ intentions for clothes recycling are mainly determined by individual factors, such as environmental attitudes and consumer satisfaction. Organizational arrangements (perceived channel integration) showed smaller effects. This study contributes to the literature on omnichannel (clothing) retail, as well as on sustainability in the clothing industry, by elucidating individual and organizational determinants of consumers’ recycling intentions for used clothes in an omnichannel environment. It helps retailers to organize used clothes recycling plans in an omnichannel environment and to motivate consumers to participate in them.
Based on social information processing theory, this research examines whether and how an employee’s proactive personality influences intrinsic and extrinsic career growth. It also examines the mediating effects of two types of proactive behaviors (voice behavior and taking charge) and the moderating effect of a leader’s proactive personality. A sample of 307 employee-leader dyads participated in this survey. Structural equation modeling was used to test the hypotheses, and the bootstrap procedure was used to test the indirect effects. Results show that an employee’s proactive personality has significant positive effects on both intrinsic and extrinsic career growth. The mediating effect of taking charge was confirmed, while the mediating effect of voice behavior was not. Leader proactive personality weakens the relationship between employee proactive personality and the two types of proactive behaviors. Employee proactive personality is more positively related to intrinsic and extrinsic career growth via proactive behaviors when a leader’s proactive personality is low. This study extends the literature on proactive personality, proactive behavior, and career development by examining the underlying determination, mediation, and moderation mechanisms.