Beyond Borders: Do Travel Boycotts Work?

This is the second installment of Beyond Borders, a four-part series exploring the emerging challenges and opportunities of business travel for queer and trans employees amid rising polarization. Originally posted on LinkedIn.

In light of dramatic shifts in U.S. domestic policy, Canadian companies are questioning whether sending employees across the border aligns with their duty of care. At the same time, economic nationalism is on the rise, and some are calling for more aggressive corporate activism, including boycotts of U.S. travel and investment.

But do travel boycotts actually work?

The Logic Behind Boycotts

The idea is simple: By refusing to bring business to regions with hostile policies, whether it’s tariffs or attacks on human rights, companies can apply economic pressure on lawmakers to reverse course.

There’s precedent for this. In 2016, when North Carolina passed its infamous “bathroom bill,” major corporations, sports leagues, and even Bruce Springsteen pulled events out of the state, resulting in an estimated $3.76 billion in lost business. This concentrated backlash contributed to a partial repeal of the law.

But boycotts only work under specific conditions:

Short-term economic hits don’t always drive change. While stock price drops can follow solidarity actions, long-term financial impacts are often negligible.

Economic pressure alone rarely shifts policy. Boycotts work best when highly paired with highly targeted lobbying, lawsuits, and agitation.

Some states are more vulnerable than others. Tourism-dependent regions feel the sting more than those with diversified economies.

The Risks of Disengagement

While travel boycotts send a message, they also have unintended consequences:

Professional Setbacks: As I discussed in my previous article, banning employee travel may limit networking, professional development, and client engagement. In the face of economic protectionism, maintaining relationships with U.S. partners may be even more critical.

Harming Local Communities: Blanket boycotts could cut off support for U.S.-based queer-owned businesses, community organizations, and local activists in affected regions. With trade tensions escalating, solidarity should be directed at the people most affected.

Beyond Borders, Beyond Boycotts

Rather than blanket bans, Canadian companies should take a strategic, case-by-case approach to travel and investment decisions:

Assess Business Priorities & Risks: Sally Susman is Executive Vice President and Chief Corporate Affairs Officer at Pfizer. Her framework for corporate engagement offers a useful lens:

• Does this issue align with our values and purpose? If it’s central to what you stand for, engagement or action is warranted.
• Do we have credibility in this area? Companies should speak where they have expertise.
• Can we make a real impact? Because statements should be backed by action.

Use Business Influence to Advocate for Change: With U.S. tariffs now in effect, Canadian companies must think beyond knee-jerk reactions. Long-term, businesses can maintain a presence while actively supporting human rights through public advocacy and policy engagement.

Invest in Local Communities: If doing business in a restrictive state is required, companies can channel resources into advocacy efforts and provide direct funding for community-led organizations in the region.

Empower Employees with Choice: As discussed in my previous article, it’s important to provide employees with informed options and safety resources when traveling to restrictive regions.

Final Takeaway

In moments of outrage boycotts can feel like the right response. But lasting change requires more than symbolic withdrawls. Canadian businesses should move beyond reactionary gestures and focus on strategies that drive real impact: supporting local advocacy, influencing policy, and ensuring their presence benefits marginalized communities.

Next in the series: Can business travel be a driver for change? As we navigate mounting tentions, I’ll explore how corporate travel can be leveraged for social impact.