The article "Catalyzing Action on Social and Environmental Challenges: An Integrative Review of Insider Social Change Agents" by Katrin Heucher, Elisa Alt, Sara Soderstrom, Maureen Scully, and Ante Glavas, published in the *Academy of Management Annals*, reviews and integrates five streams of research on insider social change agents: employee activism, issue selling, tempered radicalism, micro-corporate social responsibility (CSR), and social intrapreneurship. The authors propose a framework that maps the features of change efforts, including persons, issues, places, activities, and outcomes, to facilitate comparisons and insights across studies. They highlight the unique position of insider social change agents within organizations, who can advance changes linked to external social concerns while operating distinct from the organization's core strategies. The review also discusses the challenges and risks faced by these agents, the potential for positive and negative impacts, and future research directions. The authors aim to provide a comprehensive understanding of how insider social change agents catalyze organizational action that promotes positive social change, emphasizing the need for a more integrative approach to address complex, systemic challenges.The article "Catalyzing Action on Social and Environmental Challenges: An Integrative Review of Insider Social Change Agents" by Katrin Heucher, Elisa Alt, Sara Soderstrom, Maureen Scully, and Ante Glavas, published in the *Academy of Management Annals*, reviews and integrates five streams of research on insider social change agents: employee activism, issue selling, tempered radicalism, micro-corporate social responsibility (CSR), and social intrapreneurship. The authors propose a framework that maps the features of change efforts, including persons, issues, places, activities, and outcomes, to facilitate comparisons and insights across studies. They highlight the unique position of insider social change agents within organizations, who can advance changes linked to external social concerns while operating distinct from the organization's core strategies. The review also discusses the challenges and risks faced by these agents, the potential for positive and negative impacts, and future research directions. The authors aim to provide a comprehensive understanding of how insider social change agents catalyze organizational action that promotes positive social change, emphasizing the need for a more integrative approach to address complex, systemic challenges.