Organizational green innovation critically depends on the proactive engagement of employees. Integrating social cognitive and nudge theories, this study examines how green innovation self-efficacy (GISE)—employees' belief in their ability to drive green change—develops through behavioral interventions. Using a randomized controlled design with 1687 employees from ecologically fragile regions in China, we tested four nudge strategies (framing, mental accounting, social norms, and priming) across expectation, intention, and action stages. Results from three sequential experiments show that each nudge significantly enhances GISE, with effect sizes increasing stepwise. Heterogeneity analyses reveal differential effects by gender, tenure, managerial position, and firm ownership. This research clarifies GISE's conceptual foundations, extends nudge theory to green innovation, and uncovers the cognitive–behavioral pathway from belief formation to action. Practically, it offers non-coercive, scalable tools for fostering employee-driven green innovation in ecologically fragile and other organizational contexts. • Serial nudging boosts green innovation self-efficacy. • Framing, mental accounting, norms, and priming are key tools. • Three experiments confirm nudging effectiveness in fragile areas. • Heterogeneity tests reveal varied impacts across employee groups. • Low-cost nudges foster employee confidence in green innovation.
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