Urgent societal issues require corporations to make changes and contribute solutions. Insider social change agents are uniquely poised to propel this work. Operating from within their workplaces, they can advance changes that are linked to external social concerns but have purposes distinct from the organization’s core strategies and operations. They undertake mobilization activities, making local moves that aim toward more broadly impactful changes. These efforts form the micro-foundations of organizational approaches to positive social change. We review and integrate five streams in which such insider social change agents have increasingly appeared: employee activism, issue selling, tempered radicalism, micro-corporate social responsibility, and social intrapreneurship. Our framework maps the features of change efforts, with elements of persons, issues, places, activities, and outcomes. With a shared framework, researchers can better characterize the multiplicity of insider change efforts and ascertain how they compare, collaborate, or compete. Research will benefit from taking a more integrative view, especially toward the aim of understanding how local efforts aggregate to broader social impacts. To understand how change is inhibited or supported, future research can theorize blockers of societal change alongside insider social change agents and look to the ecosystem level for reciprocal and amplifying processes.

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Acknowledgments

The first two authors contributed equally and are listed in opposite alphabetical order. The last three authors contributed equally and are listed in opposite alphabetical order. We are grateful for the insightful editorial guidance by Matthew Cronin and Elizabeth George, as well as the associate editor, Denise Rousseau, and the team of reviewers. We are thankful for comments on an earlier version of this paper from the GRONEN reading group, the EGOS standing working group on Social Movements and Organizations, and the feedback we received at AOM 2023. In particular, we want to thank the Aspen Institute Business & Society for planting the seeds for this work by convening a group of academics to discuss corporate social intrapreneurship at the Fetzer Institute’s retreat center in Kalamazoo, Michigan, in 2019. We also thank Ruthanne Huising, Grace Augustine, and Forrest Briscoe for their supportive feedback, and Erin Fitzgerald, Nancy McGaw, Claudy Jules, and Andy Ruben for their perspectives from practice. We are grateful for support by librarian Hailey Mooney and the University of Michigan library system. We thank Katie Collins and undergraduate research assistants Kelsie Imus and Connor Zahler from Sara Soderstrom’s group. Our team has continuously been inspired by the insider social change agents we have studied and worked with and other scholars who have worked as insider social change agents within our field. We hope that this piece helps catalyze future work across both research and practice. Correspondence concerning this article should be directed to Katrin Heucher.

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