The project addressed the following research question: How can organizations encourage their employees to act pro-environmentally in the workplace? As digital technologies have permeated every aspect of our daily lives, they offer great potential for promoting pro-environmental behavior (PEB), especially in the workplace. Yet we know little about how to actually promote PEB with information systems (IS) in the workplace. A particular challenge is that the use of technology depends not only on technological features, but also on the usage behavior of others and organizational goals. Thus, our interdisciplinary project integrated technological, human, and organizational factors to understand how to encourage employee PEB by leveraging the motivating potentials of IS. We contributed to calls for more in-depth and methodologically diverse research on institutional logics and affordance theory and the integration of both theories to better understand IS-enabled organizational sustainability transformations. Based on rich data from interviews, documents, and observations at our partner companies Audi and Symrise, as well as experiments, we designed different affordances in gamified IS artifacts. Using feedback mechanisms to promote the use of a sustainable web search engine, we showed that gamified emotional or competitive feedback effectively supported the normative motives and substantially increased PEB. Building on these findings, we conducted a second experiment to investigate how individual tailoring of personal motives and feedback increases PEB, showing that tailored feedback can increase PEB even further. The experiments demonstrate that gamification and tailored feedback are effective IS-enabled ways for making environmental impact salient to attenuate the attitude-behavior gap in organizational and societal contexts. Additionally, we found that a sustainability shift in a company requires balancing and blending mechanisms to change the dominant institutional logic to incorporating sustainability. Particularly, giving employees leeway has two valuable effects: First, employees can contribute their personal expertise by launching sustainability initiatives independently. Second, giving employees leeway and support facilitates sustainability as individual responsibility and allows for a deep integration of sustainability within the corporate values. Sustainability is a grand challenge of our time and managers often cannot provide perfect central solutions. But they do not have to. Supporting individual employees can create a reinforcing dynamic. Thus, managers should focus on providing the necessary leeway, resources, and incentives to empower employees that aim at greening their organization. Overall, our research setting and design delivers rare insights into IS-enabled organizational sustainability and provides two key findings. First, informating and automating Green IS affordances positively affect sustainability at the individual and firm level and second, organizational sustainability benefits from integrating individual knowledge and decentralizing responsibilities to the extent possible to more operational levels.