Earning trust and legitimacy in climate action

More than ever, organisations – especially those behind major global events like the Olympics – are under pressure to prove they’re serious about environmental sustainability. This scrutiny can lead to a significant ‘legitimacy gap’, where your organisation’s performance falls short of evolving societal expectations, and a loss of trust that your sustainability promises will actually be delivered.

For any business, organisational legitimacy is absolutely critical for survival. Embracing environmental sustainability isn’t just good for the planet; it’s a powerful way to legitimise your actions and gain crucial societal approval. But how do you navigate this complex landscape? Our recent research, using the case of the ‘climate positive’ Brisbane 2032 Olympics, offers a clear roadmap for businesses. It highlights the distinct yet intertwined concepts of legitimacy and trust, and provides concrete strategies to build both.

Understanding the pillars: Legitimacy vs. Trust

While often used interchangeably, legitimacy and trust are distinct, yet mutually reinforcing, concepts that require different strategic approaches.

Legitimacy: Your rightful authority to act

  • Legitimacy is a generalised perception that your organisation’s actions are desirable, proper, or appropriate within a socially constructed system of norms and values. It’s about having rightful authority and power.
  • Think of it as an “impersonal sense of duty” from society to accept your decisions, even if they’re unpopular, because your organisation is seen as fundamentally valid and morally binding.
  • A “legitimacy gap” emerges when your corporate performance remains unchanged, but societal expectations about that performance shift. For example, mega-events face a heightened legitimacy gap due to their reliance on fossil fuels and high carbon emissions, leading to public pressure to reduce negative environmental impacts.

Trust: Believing you’ll deliver on your promises

  • Trust is a subjective judgment that stakeholders make about the likelihood of your organisation following through with an expected and valued action under conditions of uncertainty.
  • In environmental sustainability, this means individuals are judging your behaviour, ability, and intentions to fulfill climate change commitments and be transparent about your goals.
  • Key to building trust are two “valued actions”: effectiveness (achieving tangible outcomes like using existing infrastructure or electric vehicles) and transparency (being honest and respectful in interactions, and open in decision-making). The latter, representing procedural justice, is particularly crucial for fostering trust.

The reinforcing loop: Why you need both

When your organisation gains legitimacy, you can maintain and build it by actively building trust. Conversely, the belief that you will truly implement promised environmental initiatives reinforces your legitimacy to wield power for environmental goals. They are interconnected and mutually reinforcing elements of a robust sustainability strategy. Based on our research, below are some concrete strategies for business leaders to enhance both legitimacy and trust in their environmental sustainability efforts.

1. Legitimacy-building strategies (the macro view)

These strategies focus on establishing your organisation’s rightful authority and acceptance in its climate positive claims, often at a higher, strategic level.

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Transparency in decision-making

Be open and clear about your climate change efforts and goals to prevent a loss of credibility. The lack of transparency in past major event decisions has significantly damaged credibility.

 

Adopting standards and guidelines

Align your carbon management practices with established international and industry standards (e.g., GRI). Endorsements from independent third-party sustainability organisations can further enhance your credibility and legitimacy.

 

Stakeholder engagement and consultation

Proactively engage with a diverse range of stakeholders, including environmental groups, policymakers, and community representatives. This inclusive approach helps to build moral legitimacy by incorporating various perspectives and opinions.

 

Long-term planning and commitment

Clearly articulate your long-term climate change plans and consistently demonstrate dedication to your carbon-positive or sustainability goals. This signals shared values within your organisation and with external parties, reinforcing your legitimacy.

 

 

2. Trust-Building and trustworthiness strategies (the micro execution)

These strategies focus on demonstrating your organisation’s reliability and commitment to its promises, thereby reinforcing your legitimacy through tangible actions.

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Robust Key Performance Indicator (KPI) reporting

Establish clear monitoring and reporting mechanisms to assess the impact of your sustainability initiatives. Provide regular, consistent, and clear updates on progress and outcomes to all stakeholders. This requires strategically designed internal information systems to collect carbon data and calculate relevant KPIs.

 

Collaboration with credible partners

Partnering with well-known environmental organisations can significantly enhance the trustworthiness of your environmental initiatives. Aligning with reputable entities adds accountability and credibility to your efforts, demonstrating a sense of responsibility.

 

Community engagement and participation

Actively involve local communities in your climate change efforts. This demonstrates a genuine commitment to creating a positive and lasting impact and can foster intergroup togetherness and social cohesion, which directly increases trust.

 

Reliable execution of plans

Consistently meet established goals and deadlines for promised plans and initiatives. Demonstrating the ability to follow through on your commitments is crucial for fostering trust in your organization’s capabilities.

 

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Paving the way for a climate-positive future

By strategically focusing on both legitimacy and trust, business leaders can address potential deficits, bridge the gap between corporate performance and societal expectations, and cultivate enduring trust among stakeholders. While achieving ambitious goals like “climate positive” operations is challenging, especially years in advance, these strategies provide a strong foundation for your organisation to strengthen its capacity to achieve its environmental sustainability objectives and truly make a difference.

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Find out more

These insights are not just for global sport events; they offer a generalisable framework for any organisation committed to meaningful environmental sustainability. By embracing transparency, accountability, and genuine engagement, your business can not only survive but thrive in an increasingly environmentally conscious world.

Read the full article

Herold, David M., Colville, Shannon, Ostern, Nadine Kathrin, & Voss, Marleen (2025) Legitimation and Trust Strategies for Sustainability in and for Global Sport Events: The Case of the ‘Climate Positive’ Brisbane 2032 Olympics. Business Ethics, the Environment and Responsibility.

Or connect with our research team to explore how your organisation can build deeper trust and stronger legitimacy in its climate action efforts. Email future.enterprise@qut.edu.au