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Caught between strategy & reality: how do middle managers’ respond to greenwashing?

03/25/2026

3 min

Behind the glossy reports and green promises, there can be a hidden gap between what organizations say and what they do. This disconnect is called “greenwashing” and it isn’t just a reputational risk—it deeply affects the people working inside these organizations.

In this video, professor Susana ESPER presents research she has co-authored with her colleagues from IÉSEG, that explores how greenwashing impacts middle managers*.

She noted that middle managers play a crucial role in implementing CSR strategies, whether they’re in logistics, HR, finance, or dedicated CSR roles. When companies don’t follow through on their promises, these managers can feel frustrated.

“These internal dynamics are critical for understanding the true impact of greenwashing—and for identifying ways to drive real change from within,” explains the expert.

Greenwashing and perceptions of responsibility

As middle managers occupy a unique position where they see strategic and operational realities, they are often the first to detect greenwashing. How they respond depends on who they perceive to be responsible, she adds.

If it originates with colleagues who resist organizational changes, middle managers will likely try to fix it.

When they believe that the misalignment results from customers who voice support for sustainable practices but ultimately make purchasing decisions based on criteria such as price, middle managers tend to delay action, waiting for the right moment to respond.

Pushes talented managers to leave

However, middle managers find it particularly troubling when they perceive top managers exaggerate their commitment to sustainability to manipulate stakeholders. This doesn’t just increase distress, makes real progress less likely and can push talented managers to leave the organization.

“If business leaders truly want to drive change, it’s not enough to focus on impressive reports. Meaningful progress starts with paying close attention to those employees who are committed to making a difference,” explains professor ESPER.

*Her research was carried out with professors Frank DE BAKKER and Nico HEUVINCK, and with the support of the Ephemer project and the Agence Nationale de la Recherche.

Find out more in their study in the British Journal of Management.