Managing paradoxical tensions in sustainability: A longitudinal study of an SME seeking B-Corp certification
Charlotte Hippy (),
Céline Bérard () and
Isabelle Royer ()
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Charlotte Hippy: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, Institut d'Administration des Entreprises (IAE) - Lyon
Céline Bérard: COACTIS - COnception de l'ACTIon en Situation - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne, UL2 - Université Lumière - Lyon 2
Isabelle Royer: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, Institut d'Administration des Entreprises (IAE) - Lyon
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Abstract:
Our research investigates the intricate challenges organizations encounter when integrating sustainability into their business. Specifically, we mobilize paradox theory to analyze how SMEs manage paradoxes during their transformation towards sustainability. Our study, based on a longitudinal study of a small consulting firm undergoing B-Corp certification, revealed tensions arising from the paradoxes of performing, learning, organizing, and belonging. Our findings indicate that attempts to resolve a paradox can generate unexpected consequences and additional tensions. This research contributes to the existing body of literature on sustainability paradoxes, providing insights into the cascade of paradoxes triggered by transformation towards sustainable development.
Keywords: Paradox; B-Corp; Tension; Response; SME (search for similar items in EconPapers)
Date: 2024-07-02
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Published in EGOS, Jul 2024, Milan, Italy
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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04645038
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