Purpose Corporate activism (CA) refers to public statements or actions by firms, brands or CEOs in support or opposition to sociopolitical issues. This study aims to examine how the literature addresses CA’s potential contribution to grand challenges such as climate change, inequality and threats to democracy. Design/methodology/approach A systematic literature review was conducted following the SPAR-4-SLR protocol. Searches in Scopus and Web of Science yielded 1,316 records; after screening, 30 studies explicitly linking CA to socioenvironmental outcomes were analyzed. Coding captured levels of analysis (micro, meso, macro), theoretical perspectives (psychological, discursive, relational, institutional), mechanisms and outcomes. Findings Results show that CA influences grand challenges through mechanisms such as shaping individual attitudes and behaviors, reframing organizational fields, mobilizing cross-sector partnerships and driving institutional change. Yet empirical evidence remains limited, often focused on microlevel reactions. Findings underscore both CA’s transformative potential and legitimacy risks. Research limitations/implications Evidence remains limited and biased toward the Global North, highlighting the need for longitudinal, cross-country and multi-actor studies. Practical implications Managers should embed CA in governance frameworks and coalitions to avoid tokenism and generate systemic impact. Social implications The literature portrays CA as potentially addressing grand challenges, but evidence of lasting societal impact remains limited. Originality/value This study bridges CA research with grand challenge scholarship, providing the first synthesis of how CA has been linked to societal and planetary outcomes. It advances a multilevel framework of mechanisms and identifies gaps in connecting firm actions to systemic change.
Braga et al. (2026) studied this question.