This article has been reviewed according to Science X's editorial process and policies. Editors have highlighted the following attributes while ensuring the content's credibility: Employees advocating for climate action are most likely to be rewarded when their efforts support business goals, while purpose-led activism often goes unrecognized Employees who champion climate action inside large professional services firms may find their efforts help their careers, but only when that activism aligns with business priorities, according to new research from the University of Bath and Leuphana University of Lüneburg. Published in Human Relations, the study explored climate activism among employees at a large multinational professional services firm, most of them management consultants.
It found that organizations tend to reward environmental initiatives when they contribute to commercial objectives, such as attracting clients, expanding sustainability services or enhancing corporate reputation. In contrast, employees motivated primarily by environmental or societal purpose often receive little recognition and can find their efforts sidelined. Some reported keeping their activism separate from their day jobs, undertaking activities in their own time or even concealing their involvement from managers for fear it could be perceived as a distraction from client work.
Stefanie Gustafsson, from the University of Bath's School of Management, said, "Many organizations encourage employees to speak up about climate and sustainability issues. But our research shows that not all forms of activism are valued equally. Employees are most likely to be recognized in career terms when their activism can be linked to business priorities, while more purpose-led activism often receives little reward despite requiring significant personal commitment." Based on 58 interviews with professionals involved in internal climate activist groups, the researchers identified three distinct approaches to workplace climate activism.
First, employees used climate activism to build expertise, increase visibility and support career progression. They developed sustainability credentials that could be applied directly to client work and business development opportunities. Participants in this group reported receiving recognition from senior leaders and using their environmental expertise to support client bids and new business opportunities.
A second group, often including more senior professionals, used activism to build networks, create formal sustainability roles and influence organizational priorities. They worked to establish structures and leadership positions that embed climate action more deeply within the organization. One participant said, "It's really a process to think about who would be a good executive sponsor for this particular solution, where in the firm can I go and find money, where can I find the right people." Researchers found that these employees were particularly effective at framing climate issues around organizational priorities such as innovation, talent attraction and future business opportunities.
The third group was driven primarily by environmental and societal purpose rather than career advancement. These employees frequently kept activism separate from their formal career progression, undertaking climate-related work during evenings and weekends or avoiding discussing it with their managers at all. Discover the latest in science, tech, and space with over 100,000 subscribers who rely on Phys.org for daily insights. d research that matter—daily or weekly.
Extract — continue reading at the source.
