Do nudges work in organisations?

By Leonie Decrinis

 3 min read ◦

Introduced by Thaler and Sunstein in 2008, nudges have become popular policy tools to change the behaviour of consumers and citizens in desirable ways without compromising their freedom of choice. Their success in public policy domains has sparked the interest of management teams to apply nudges in organisations as means to guide the decisions of employees. However, in comparison to the ever-growing literature on the use of nudges in the public sphere, relatively little is known about their applicability at the workplace. 

More and more organisations are pursuing corporate social responsibility and sustainability strategies, for which changes in workplace behaviour are key. Nudges can help organisations promote the needed behavioural change in relevant domains, such as employee health, energy conservation, green transportation, waste management, ethics and diversity, to name just a few. A number of studies report, for example, success in promoting healthier food choices of employees through alterations in the choice architecture of workplace canteens. Other nudging interventions have led to reductions in electricity use by providing feedback to employees on the desirable behaviour of peers. Regarding workplace diversity, evaluating job candidates jointly rather than separately has proved to promote gender-mixed teams. Further, in the ethical domain, honest employee behaviour appeared to rise by reminding people about their shared moral values at critical decision points. 

The mentioned examples provide an idea of the potential of nudges as cost- and time-efficient alternatives to traditional organisational intervention tools that mostly involve trainings and sanctions with limited success. A key advantage of nudges is their behaviourally informed approach, acknowledging the role of unconscious decision processes that often contradict people’s good intentions.

By altering the choice environment rather than trying to rewire the human brain, nudges can steer employees to desirable behaviours while preserving their freedom of choice.

Just recently, the United Nations Behavioural Science Week has convened experts from international agencies, governments, academia and the private sector to discuss about these possibilities. However, what has also been recognised, as much as workplace nudging involves opportunities, it comes with challenges that need to be addressed. 

The first question that one might ask is how nudging individuals inside organisations for specific concerns leads to impactful organisational change in line with strategic corporate goals. Theory tells us that this is possible indeed by nudging a significant amount of employees. Organisations are made up of people. When enough people are nudged to alter their behaviour in a specific way, the new behaviour has the potential to become a norm, i.e. a rule for expected and accepted behaviour. Once embedded in the culture of an organisation, people are likely to conform to the new norm, so that organisational behaviour changes as a whole. 

This idea comes with a caveat though. Organisations are complex social constructs with formal and informal components of organisational culture conveying a variety of messages to employees. A gentle nudge might thereby not be strong enough to induce the desired behavioural change. Signals elsewhere in the organisation could simply counterbalance the effect of a choice-preserving nudge. Typically, nudges are designed and tested for very specific instances of human behaviour. What works in one context might not work in another one, sometimes even resulting in unintended consequences. Clarifying the effectiveness of nudges is difficult in complex organisational settings, particularly regarding their impact in the longer term. This requires consequent piloting and testing over considerable periods of time, allowing for a flexible and adaptive approach to a particular setting.

Contrary to the idea of nudges being top-down policy tools, successful intervention implementation in complex organisational choice environments requires the active contribution of employees. The latter should be consulted about their needs, involved in the design of nudges and informed about the intervention implementation. A high degree of transparency is also necessary to ensure the acceptance of nudges by employees.

Another aspect to keep in mind is that widespread organisational change, such as switching from a solely profit-oriented corporate performance to a more encompassing economic, social and environmental one, cannot be addressed by nudges alone.

Complex organisational problems need to be broken down into micro pieces, suited to be managed by a variety of measures and instruments. Not all of the resulting aspects will have human behaviour at their core. Some might be fundamentally technological in nature, requiring innovative technical solutions. For those problems that remain to be behavioural, the ones that involve serious risks will always call for stringent enforcement tools. Others, however, might be better addressed through a voluntary, trust-based approach. This is where choice-preserving nudges come into play. Clearly, a single nudging intervention can only address a very specific concern. The wider organisational success depends on the aggregate of multiple nudges as well as their interplay with other policies. Measures ultimately need to send consistent messages about desirable behaviours, aligned with an organisation’s broader strategic goals. By influencing organisational culture in an encompassing way, widespread organisational change will gradually take place. 


Further readings

Beshears, J., & Gino, F. (2015). Leaders as decision architects: Structure your organization’s work to encourage wise choicesHarvard Business Review.

Foster, L. (2017). Applying behavioural insights to organisations: Theoretical underpinnings (EC OECD seminar series on designing better economic development policies for regions and cities). Paris: OECD and European Commission. 

Ilieva, V., & Drakulevski, L. (2018). Applying behavioral economics insights at the workplace. Journal of Human Resource Management

Venema, T., & van Gestel, L. (2021). Nudging in the Workplace. In R. Appel-Meulenbroek, & V. Danivska (Eds). A Handbook of Theories on Designing Alignment between People and the Office Environment.


About the Author

Leonie Decrinis is PhD fellow at Copenhagen Business School with research interests in corporate social responsibility, sustainability governance and behavioral sciences. Her PhD project focuses on applying behavioral insights to corporate sustainability in order to align governance objectives with organizational behavior.


Photo credit: Rudzhan Nagiev on iStock

Do Tourists Like Nudges?

By Elizabeth Cooper

◦ 4 min read 

Nudges have been successfully implemented in various social settings, as a method of guiding people’s decisions in certain directions whilst maintaining their freedom of choice. A number of studies have found high levels of support for nudges across different cultures. However, the context of tourism brings with it some complexities that might make nudging tourists in particular both more challenging and less acceptable.

The “context of tourism” is, of course, not a distinct or objective place or time. Tourism as a practice is in many cases intertwined with the everyday lives of others, so the same nudges that we are exposed to in our local supermarket may also be encountered by a tourist who is visiting our town for the weekend. What defines the tourism context in terms of nudging, therefore, is that the nudge is specifically targeted at people who are on holiday. 

However, existing research suggests that it may be harder to nudge people when they are on holiday than when they are in their everyday contexts, for two main reasons:

  1. We behave differently on holiday than we do at home. We tend to see holidays as an escape from everyday life, and a context in which we deserve to indulge our bad habits without feeling guilty. Complying with a nudge should, by definition, not reduce the consumer’s pleasure – as a result, it is challenging to design acceptable nudges in a hedonistic context like tourism, in which pleasure takes priority. 
  2. We can be less inclined to do things for people we feel different to. While many nudges in our everyday lives are designed to guide us towards choices that are beneficial to ourselves (such as making healthier food choices, or encouraging us to save more of our paycheck), nudges targeted at tourists are often focused on the welfare of groups of people (often host communities) who can feel distant. Existing research in psychology has argued that we are more likely to connect with and feel empathy for others if we perceive similarities between us and them. This can make tourism settings unfavourable for nudging, since many people actively seek to experience difference when they plan a holiday.

Studies on nudging acceptance in general have consistently found that people tend to prefer ‘System 2’ nudges over ‘System 1’ nudges. System 2 nudges are more transparent and require more cognitive effort (for example, providing a hotel guest with information about the environmental impact of their stay). System 1 nudges tend to play on our intuitions and subconscious cognitive processes (for example, including carbon offsetting as a default in a flight purchase, so that customers have to opt out of it rather than in). There are not yet any studies on approval of nudges among tourists, but we can look at which kinds of nudges have been tested on tourists already, and how successful they are.

Some Examples of System 1 Nudges in Tourism
  • Commitment Signalling: In an experiment by Baca-Motes et al. (2012), hotel guests were asked upon check-in to make a commitment to reusing their towels, and then to wear a publicly visible pin indicating this commitment. This increased towel reuse in the hotel by 40%.
  • Providing Feedback: Pereira-Doel et al. (2019) found that inserting an AI display in hotel showers showing the duration of running water during each shower was effective in reducing guests’ water usage.
  • Changing defaults: Kallbekken and Sælen (2013) reduced food waste at a hotel buffet by 20%, simply by making the plates smaller. 
Some Examples of System 2 Nudges in Tourism
  • Increasing pleasure: Some scholars have argued that a hedonic context such as tourism requires more tangible benefits to achieve behaviour change. As a result, a few studies have experimented with nudges that are designed to increase pleasure for the tourist, while simultaneously promoting a desired behaviour. Dolnicar et al. (2019) found it much more effective to offer hotel guests a free drink if they opted out of room cleaning, than to appeal to their pro-environmental values by disclosing information about the environmental impact of room cleaning. Similarly, Dolnicar et al. (2020) managed to reduce plate waste by 34% at a seaside resort, by allowing families to collect stamps every time they did not generate plate waste at dinner. If they collected a stamp for every day of their stay, they could exchange the stamps for a small prize at check-out.

Although these kinds of nudges are ideal for a tourism context, given they increase the pleasure of the tourism experience and are also more likely to be approved of, they require more effort on the part of the tourism business. The tourism sector in many countries is dominated by SMEs, which often lack the resources required to implement nudges like this, even though they want to run a sustainable business. There is certainly a need for further research which works towards developing nudges which a) encourage behaviour that is beneficial for the planet and for host communities, b) are approved of by tourists, and c) are not burdensome for small tourism businesses to implement.


Further reading

Dolnicar, S., 2020. Designing for more environmentally friendly tourismAnnals of Tourism Research.

Juvan, E. and Dolnicar, S., 2014. The attitude–behaviour gap in sustainable tourismAnnals of tourism research.

Reisch, L. A., & Sunstein, C. R. (2016). Do Europeans like nudges?Judgment and Decision making.

Sunstein, C.R., 2016. Do people like nudgesAdmin. L. Rev.

Sunstein, C. R., Reisch, L. A., & Kaiser, M. (2019). Trusting nudges? Lessons from an international survey. Journal of European Public Policy.

Viglia, G. and Dolnicar, S., 2020. A review of experiments in tourism and hospitalityAnnals of Tourism Research.


About the Author

Elizabeth Cooper is a PhD Fellow at Copenhagen Business School, within the Department of Management, Society and Communication. Her research aims to link the fields of behavioural science and tourism, by experimenting with strategies to ‘nudge’ cruise tourists into behaving in more sustainable ways, specifically in the ports of Greenland.


Photo by Elizeu Dias on Unsplash