Aligning Perceptions and Action : The Role of Organisational Coherence in Driving Employee Engagement for SDG 13 Implementation

Abstract

Climate change poses urgent challenges for human well-being and economic systems. As key social actors, organisations play a central role in integrating climate policies into daily operations. This study explores how employees' perceptions of organisational coherence, defined as the alignment between climate discourse and actual practices, influence sustainable behaviours and engagement with climate initiatives. Using a mixed-methods approach, the study combines a cross-sectional survey (n = 171) with qualitative analysis of open-ended responses. Results show that perceived coherence strongly predicts both sustainable behaviours and climate engagement (R2 = 0.53 and 0.66). Qualitative findings deepen this insight, highlighting ethical motivations, psychological mechanisms and structural barriers. The study advances the literature by identifying value alignment and internal trust as key enablers of effective climate action. Practically, it underscores the importance of transparent communication, participatory processes and leadership coherence in mobilising employees and aligning internal strategies with Sustainable Development Goal 13.