Although institutional theory has demonstrated that social, political, and cultural pressures within organizational environments shape the diffusion of new practices, few studies have examined whether managers actually perceive different types of field-level pressures to be important and, if so, whether their perceptions are associated with practice adoption. This is particularly true in the context of institutional fields. In this paper, we use survey data from 425 managers to analyze their perceptions of broader field-level pressures relating to climate change, and the relationship between these perceptions and the adoption of green information systems (IS). Our preliminary results reveal that managerial perceptions of pressure from environmental activists are not significantly related to managerial commitment to adoption or to actual adoption, but that managerial perceptions of broader field-level pressures to address climate change are positively related to both. In addition, we find that activist pressures are positively related to field-level pressures, suggesting that activism is more influential as an indirect rather than a direct pressure on corporations in shaping the adoption of green IS.