Conceptualising active management of paradoxical tensions in corporate sustainability: A systematic literature review

Abstract

AbstractDespite the growing literature on paradox theory in corporate sustainability (CS), there is a lack of systematic analyses of both the antecedents and the maintenance of the active strategy for managing paradoxical tensions. This systematic literature review examines the individual, organisational and inter‐organisational antecedents, hereinafter roots of paradoxes (RPs), behind the active strategies aimed at managing paradoxical tensions in CS. The paper also analyses the active and defensive strategies used to manage paradoxical tensions at the organisational level, considering the role of both organisational strategic levels (corporate, business, tactical and operational) and inter‐organisational relationships. This review provides an integrative framework of the individual, organisational and inter‐organisational RPs and practices favouring the adoption of active strategies for managing paradoxical tensions. The analysis of the dynamics of transition from active to defensive strategies also highlights that the long‐term implementation of the active strategy requires its stratification within the organisational strategic levels. This study contributes to the literature on paradox theory in CS by understanding the mechanisms that sustain active management. Managerial implications are also illustrated.