Employees who champion climate action within large professional services firms may see career benefits, but mainly when their efforts align with business priorities, according to research from the University of Bath and Leuphana University of Lüneburg. Published in Human Relations, the study found that organisations are more likely to reward environmental initiatives that attract clients, expand sustainability services or strengthen corporate reputation.

By contrast, employees motivated primarily by environmental or societal goals often receive little recognition. Some participants said they kept their climate activism separate from their regular jobs, carried out activities in their own time or avoided discussing their involvement with managers because they feared it could be viewed as a distraction from client work.

“Many organisations encourage employees to speak up about climate and sustainability issues. But our research shows that not all forms of activism are valued equally,” said Dr Stefanie Gustafsson of the University of Bath’s School of Management. “Employees are most likely to be recognised 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 at a large multinational professional services firm, most of them management consultants, the researchers identified three approaches to workplace climate activism. The first involved employees using climate action to build expertise, increase their visibility and advance their careers by developing sustainability skills that could be applied to client work and business development.

A second group, often comprising more senior professionals, used climate activism to build networks, create formal sustainability roles and influence organisational priorities. These employees were particularly successful when they framed climate initiatives around existing business concerns, including innovation, attracting talent and creating future commercial opportunities.

The third group was motivated primarily by environmental and societal purpose rather than career advancement. These employees were more likely to separate activism from their formal careers, carrying out climate-related activities during evenings and weekends or keeping their involvement from managers. One participant characterised this experience simply as an “underground struggle”.

The findings may help explain why workplace sustainability efforts often produce incremental improvements rather than transformative change. Climate activism connected to revenue, reputation or strategic priorities can be incorporated relatively easily into existing organisational structures. At the same time, initiatives that challenge established business practices may struggle to gain recognition and support.

“Our findings suggest that organisations have created new opportunities for sustainability-focused careers, but the underlying systems that determine what gets rewarded have changed less than many people might assume,” said Dr Katharina Hug of Leuphana University of Lüneburg. The researchers conclude that workplace activism can help employees develop sustainability expertise and build supportive communities. Still, organisations may need to rethink how they assess performance, recognition and career progression if they want employees to pursue meaningful environmental change without facing personal or professional costs.

More information: Katharina Hug et al, A Bourdieusian perspective on internal activism and professional careers, Human Relations. DOI: 10.1177/00187267261477600

Journal information: Human Relations Provided by University of Bath