With growing public concern over environmental issues, organizations are facing increasing pressure to demonstrate a genuine and measurable commitment to environmental sustainability. In this context, understanding how corporate environmental responsibility (CER) shapes employee engagement (EE) is essential. This understanding helps align organizational behavior with both internal goals and broader societal expectations. Although the impact of corporate social responsibility (CSR) on EE has been widely studied, the specific role of CER—a key subdimension of CSR—remains underexplored. To address this gap, we developed a moderated mediation model grounded in social exchange theory, social identity theory, and signaling theory. This model aims to reveal how CER influences EE and through which mechanisms. Based on survey data from 418 employees in large Chinese manufacturing firms, our results show that perceived CER significantly enhances EE. This effect occurs primarily through the strengthening of organizational pride. Furthermore, online media coverage reinforces the relationship between perceived CER and organizational pride. It also amplifies the indirect impact of perceived CER on EE via this pride. These findings contribute to the corporate sustainability literature by showing how credible and visible environmental actions can enhance employee alignment and engagement. Practical implications are discussed for organizations seeking to connect managerial priorities with society’s call for transparent and authentic environmental initiatives.

As data product transactions become increasingly standardized, the operational strategies of data product manufacturers and service providers play a pivotal role in shaping market outcomes. This study develops a game-theoretic framework that incorporates dynamic data updates under alternative power structures to examine the equilibrium performance of pricing, demand, technological investment, update rates, and promotional effort. The results indicate that optimal prices under Stackelberg leadership exceed those in the Nash game, whereas demand, technological investment, update frequency, and promotion are consistently higher in the Nash setting. The effects of these decisions are moderated by end-user preference heterogeneity: when users exhibit stronger promotion preferences, service-provider leadership generates superior outcomes, while stronger quality preferences favor manufacturer leadership. Demand preferences and cost coefficients significantly influence profitability—enhanced preferences improve the leader’s returns, whereas high technological and promotional costs suppress profits for both parties. Cost savings in dynamic updates and increases in perceived value exert strong positive effects on market competitiveness, while higher update investment and data acquisition costs exert negative effects. Overall, this study deepens the theoretical understanding of how power structures interact with dynamic updating and user preferences, providing analytical insights and decision support for optimizing operational strategies in data product markets.