Paradoxical framing and coping process on sustainable new product development

Abstract

Despite the extensive attention given to the paradox lens on sustainability issues in recent years, empirical research in the context of sustainable new product development is rather scant. Juxtaposing the paradox theory and framing literature, this study aims to examine how managers and firms perceive and respond to paradoxical tensions stemming from sustainable new product development. Given the paucity of existing research, this study utilizes a qualitative approach to examine how a large automobile company (Toyota Motor Company) addresses the tensions that arise in its hybrid vehicle development. The findings show that both positive and negative framing emerged in the development of hybrid vehicles. Furthermore, the study reveals how management deployed reframing strategies to tackle these tensions. This study contributes to the growing body of research on sustainability through a paradox lens and provides empirical and theoretical insights into the nature and management of paradoxical tensions in the pursuit of sustainability, particularly in the context of film-level innovation activities.