Экоактивизм на работе: карьерный рост зависит от совпадения с бизнес-целями

Employees advocating for climate action are most likely to be rewarded when their efforts support business goals, while purpose-led activism often goes unrecognised 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 organisations 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. Dr Stefanie Gustafsson , from the University of Bath's School of Management, said: "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. 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, the researchers identified three distinct approaches to workplace climate activism. Firstly, 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 organisational priorities. They worked to establish structures and leadership positions that embed climate action more deeply within the organisation. 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 organisational 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. One participant described the situation as: "An underground struggle." The study suggests that the way organisations reward activism may help explain why workplace sustainability efforts often lead to incremental improvements rather than more transformative change. Activism that supports revenue generation, reputation or strategic goals is more readily absorbed into existing organisational systems, while activism that challenges established practices can struggle to gain 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 from Leuphana University of Lüneburg. "If organisations want employees to contribute to meaningful environmental change, they may need to rethink how performance, recognition and career progression are evaluated." The researchers conclude that workplace activism can provide an important space for employees to develop sustainability expertise, build supportive communities and reflect on how they want their careers to contribute to society. However, unless organisations broaden the ways they assess and reward contribution, purpose-led activism may continue to come at a personal and professional cost. A Bourdieusian perspective on internal activism and professional careers is published in Human Relations: https://journals.sagepub.com/doi/10.1177/00187267261477600