Abstract
PurposeManaging supply chains (SCs) for sustainability often results in conflicting demands, which can be conceptualized as sustainability tensions. This paper studies sustainability tensions in electronics SC contexts and the related management responses by applying a paradox perspective.Design/methodology/approachA single case study on the electronics SC is conducted with companies and third-party organizations as embedded units of analysis, using semi-structured interviews that are triangulated with publicly available data.FindingsThe study identifies tension elements (learning, belonging, organizing and economic performing) conflicting with general social–ecological objectives in the electronics SC. The results indicate a hierarchal structure among the sustainability tensions in SC contexts. The management responses of contextualization and resolution are assigned to the identified tensions.Practical implicationsFraming social–ecological objectives with their conflicting elements as paradoxical tensions enables organizations and SCs to develop better strategies for responding to complex sustainability issues in SC contexts.Originality/valueThe study contributes toward filling the gap on paradoxical sustainability tensions in SCs. Empirical insights are gained from different actors in the electronics SC. The level of emergence and interconnectedness of sustainability tensions in a larger SC context is explored through an outside-in perspective.
Highlights
Managing sustainability in supply chains (SCs) is often associated with the emergence of numerous tensions and conflicts (Brix-Asala et al, 2018; Xiao et al, 2019)
In sustainable supply chain management (SSCM), tensions typically arise from divergent elements that conflict with the realization of social–ecological objectives in SCs (Govindan et al, 2021)
Engaging in SSCM requires responding to sustainability tensions emerging from various activities and elements in wider SC contexts, which conflict with the realization of social– ecological outcomes
Summary
Managing sustainability in supply chains (SCs) is often associated with the emergence of numerous tensions and conflicts (Brix-Asala et al, 2018; Xiao et al, 2019). Limited visibility and knowledge in SCs (Carter et al, 2015), conflicting institutional environments (Brix-Asala et al, 2021; Sauer and Seuring, 2018), and lacking contractual relationships and power (Grimm et al, 2014; Touboulic et al, 2014) are examples of the many elements diverging from the implementation of social–ecological sustainability in SCs. To successfully respond to sustainability tensions, the paradox perspective has emerged in corporate sustainability (Van der Byl and Slawinski, 2015; Hahn et al, 2015) and SSCM research (Brix-Asala et al, 2018; Matthews et al, 2016; Xiao et al, 2019). What types of sustainability tensions can be identified within SC contexts?
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