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Organizational pursuit of sustainability in multi-tier supply chain systems operating in unpredictable environments is often associated with the emergence of paradoxical tensions. This study aims to summarize and synthesize existing literature on managing various paradoxical tensions in supply chains (i.e. sourcing, making, delivering and reverse logistics) as organizations pursue sustainability transformation. It also strives to motivate new academic research inquiry into developing responses to sustainability paradoxes.

The study draws on a systematic literature review of 73 papers from the Web of Science database selected at the intersection of paradox, sustainability and logistics/ supply chain management (SCM). Applying paradox theory as a guiding lens, we investigate organizational strategies, practices and capabilities described in the literature to navigate sustainability paradoxes in supply chains.

The results assert that the success of sustainability transformation will depend on an organizational ability to recognize, accept and navigate paradoxical tensions in one's supply chain. This requires developing the dynamic capabilities of paradoxical leadership, strategic agility, innovativeness, collaboration with contextualization and governance. Successful sustainability transformation is not reliant on finding an optimal, final design but rather the continuous balancing of tensions inherent within or across the organizations that make up one's supply chain.

The research offers an integrative conceptual framework to guide organizations in navigating sustainability paradoxes in supply chains, embracing strategic, practice and capability levels. It also outlines opportunities for future research inquiries connected to this framework that are needed to build additional insight for addressing paradoxical tensions related to the pursuit of sustainable supply chain management.

This study takes a dynamic capabilities approach to navigating paradoxical tensions in pursuit of sustainable supply chain management.

The study aims to identify the central paradoxical tensions existing in developing resilience in organisations. The main thrust of this study is to develop a thorough understanding of diverse conflicting tensions in building resilience and develop the possible strategies to surmount these tensions.

Using the case study approach, the study applied theory-elaboration strategy as this study is based on well-established literature from both digitalisation and resilience. The study uses the paradox theory lens in a case study to reconcile both theories with contextual idiosyncrasies.

The paradox theory lens provides perspectives to understand tensions during resilience development and the role of digital transformation in this process. It assesses the potential solutions for surmounting tensions in resilient operations. The mapping of workable solutions with different paradoxes and propositions has been proposed for future empirical research.

The study suggests that practitioners should not consider resilience and sustainability as mutually exclusive; instead, managers must embrace ongoing tensions to bring solutions to address these two essential organisational priorities.

To the best of the authors' knowledge, this is the first empirical study that applies paradox theory to understand how an organisation can build resilience while confronting several paradoxes. The study findings support that resilience practices can move in tandem with environmental sustainability goals rather than being usually mutually exclusive.

This paper aims to draw on paradox theory and sensemaking literature to empirically investigate tensions and sensemaking logics at Crown Research Institutes (CRIs) engaging with New Zealand’s biotechnology industry.

A qualitative, abductive approach was used to conduct and analyse 10 semi-structured interviews from four CRIs.

CRIs experience interrelated and co-occurring performing, organising, belonging and learning tension types due to interconnected environmental factors. Interrelated performing and organising tension types were perceived through dichotomous and business-case logics, whereas interrelated learning and performing tensions were perceived through the paradox logic. Furthermore, performing and organising tensions were more salient to participants compared to belonging and learning tensions. Based on these findings, this study provides a revised dynamic equilibrium model tension framework.

The findings of this paper are not directly transferrable to other contexts, as the tensions and logics identified are situated in a New Zealand biotechnology CRI context.

This paper identifies environmental factors that practitioners may constructively engage with to mitigate salient biotechnology tensions between competing stakeholder demands in hybrid R&D institutes.

This paper addresses knowledge gaps in the relationship between dynamic equilibrium model tensions and sensemaking logics in the novel context of hybrid R&D institutes and emerging technological industries. In doing so, this paper identifies novel paradoxical performing tensions at the organisational level, including temporal and cultural tensions in hybrid R&D institutes.

This study aims to empirically investigate how knowledge paradox affects collaboration performance. Knowledge paradox, which arises from the simultaneous need for knowledge sharing and protection, is common in interorganizational collaboration. Using the ambidexterity perspective, this paper aims to reexamine the effect of the knowledge paradox on collaborative performance to explore the moderating roles of structural and contextual ambidexterity.

This study used a sample of 153 firms involved in vertical and horizontal collaboration, collected via questionnaires. Hypotheses were tested using hierarchical regression analysis.

This study demonstrates that the stronger the knowledge paradox is, the higher the potential for value creation. Thus, knowledge paradox has a positive impact on collaborative performance. The functions of structural ambidexterity and contextual ambidexterity strengthen this positive relationship.

This paper not only expands the theoretical application of the knowledge paradox and ambidexterity theory in the context of interorganizational relationships but also provides significant managerial implications. By comprehending the dynamics of the knowledge paradox and the role of ambidexterity, managers can make well-informed decisions to enhance their collaborative performance.

This study aims to investigate the mechanism of the influence of paradoxical thinking (PT), which characterizes the ability of college students to balance and integrate the conflict between hedonic and normative goals, on their campus low-carbon behaviors.

The conceptual model of “PT − Paradoxical salience (climate change concern, CCC) − Paradoxical acceptance (support for low-carbon behavioral norms, SN) − paradoxical resolution (campus low-carbon intentions and behaviors, CLCIs and CLCBs)” was developed. Then, it was tested by PLS-SEM using survey data obtained from 501 Chinese college students, and the relative importance of each factor of CLCBs was determined by the importance-performance map analysis method. Finally, a mechanistic difference analysis was conducted.

PT, CCC and SN have the potential to influence the CLCBs of college students, with each of the three factors showing approximately 40% room for improvement in their impact. There exists an influential pathway of “PT → CCC → SN → CLCIs → CLCBs.” Notably, PT exhibits a stronger direct influence on college students’ private-sphere CLCBs compared to the public-sphere CLCBs.

Colleges should integrate the development of PT into the foundational framework of the entire education for sustainable development curriculum, while emphasizing the provision of opportunities for training in PT through pedagogical methods, and PT training can be integrated across various social levels.

This study offers a paradox theoretical framework for comprehending and elucidating the decision-making process underlying personal low-carbon behaviors, and advances the quantitative research of microindividual paradox processing by effectively conceptualizing and measuring paradoxical salience and acceptance.

This paper investigates how a firm’s organizational culture profile (configuration of organizational culture types) influences the effectiveness of operations management (OM) practices in improving their targeted outcomes.

We developed alternative hypotheses based on contingency and paradox perspectives to predict the effectiveness of OM practices in dominant (one prevalent organizational culture type) vs eclectic (opposing organizational culture types at a similar level) organizational culture profiles. They were tested using data from over 7,000 respondents across 330 manufacturing plants in 15 countries.

Consistent with contingency theory, OM practices oriented toward innovation are more efficacious in plants with an adhocracy-dominant organizational culture profile and practices targeting supply chain (SC) control are less effective in a clan-dominant organizational culture profile. Consistent with paradox theory, OM practices oriented toward efficiency or SC control are more effective in plants with an eclectic organizational culture profile.

This study offers relevant practical implications regarding the effectiveness of various OM practices, whether they are used in an aligned dominant organizational culture profile or in an eclectic organizational culture profile.

Previous research on organizational culture provides a limited understanding of the effectiveness of OM practices in the presence of strategic tensions, such as opposing organizational cultures or opposing targeted outcomes. This research concludes that the validity of the contingency or paradox perspective depends on strategic tensions faced, with important implications for research and practice.

This paper aims to gain insights into the paradoxical tensions emerging from circular business model innovation (CBMI) and how to overcome them by developing a theoretical framework drawing on two theoretical streams: firstly, the paradox theory for shedding light on the often “invisible” contradictions generated by the implementation of circular economy (CE) principles in business model transformation; and secondly, the dynamic capability theory that can contribute to the investigation of how to manage these contradictions.

The study uses a longitudinal case study approach to gain an in-depth understanding of the transformation and challenges faced by an incumbent firm in adopting a circular business model. Qualitative research methods are used to explore the paradoxical tensions and dynamic capabilities involved in the process.

The study finds that incumbent firms face numerous challenges and paradoxical tensions in the CBMI process. These tensions arise from difficulties in implementing organizational changes, balancing competing priorities and managing conflicting goals. Dynamic capabilities are crucial in managing these tensions and facilitating the transition to a circular business model.

This paper contributes to the theoretical development of paradox theory by applying it to the new field of CBMI which is currently slightly investigated and responds to the call for studies looking at more fine-grained types of sustainable business models. The study adds to previous literature that how the firm handles paradoxes and tensions influences the pace and results of the process. If the firm becomes discouraged during the early stages of identifying new opportunities, the pace slows down, and the firm becomes hesitant to collaborate more with partners. Furthermore, the ability to capitalize on these opportunities is affected by these tensions and contradictions.

This paper contributes to the literature by empirically investigating the process of CBMI in incumbent firms. It fills the gap in existing research by examining the existence of paradoxical tensions in a real-life setting and exploring the role of dynamic capabilities in managing these tensions. The findings provide practical insights for firms seeking a transition towards a CE and highlight that the ability to sense the external context should be developed as the new business model entails a central role of external actors.

Cross-cultural cognitive paradoxes have frequently broken the existing boundaries of knowledge and stimulated demands for knowledge creation (KC), and such paradoxes have triggered and will continue to trigger novel risks in the context of international business (IB). Given the nascency of relevant issues, this study aims to develop a more comprehensive understanding of KC across cultures by proposing a Yin-Yang dialectical systems theory of KC as micro-foundation to more systematically frame the risk/paradox-resolving mechanism elicited by cultural collisions.

This paper is conceptual in nature. The authors first critically review the literature to lay a broad theoretical foundation. Integrating the philosophy- and praxis-based views, the authors reposition knowledge as a Yin-Yang dialectical system of knowing, with yin representing the tacit while yang represents the explicit. Next, the authors justify the underling logic of realising KC through a contradiction-resolving process. On this basis, the authors draw upon the Yijing’s Later Heaven Sequence (LHS) as the source domain of a heuristic metaphor to reconceptualise KC as a dynamic capability in the IB context.

Using the LHS paradigm to metaphorically map the intricate patterns of interaction and interconnectivity among the involved individuals, organisations and all related stakeholders, this research identifies and theorises the overall dynamic capability of KC in the IB context, which comprises five sets of processes: contradiction, conflict, communication, compromise and conversion.

This research highlights that KC is simultaneously activated and constrained by human actions as well as by the socially constructed context in which it emerges, which helps individuals, organisations and policy makers more clearly frame the novel risks induced by cross-cultural cognitive conflicts in the IB context.

The authors synthesise Yin-Yang dialectics with the approach of collective phronesis, proposing a novel, praxis-oriented Yin-Yang dialectical systems theory of KC. It provides a deeper understanding of the epistemological paradox inherent in all knowledge, thus enabling KC to be rationalised by a sounder logical reasoning. By fusing the macro and micro perspectives on KC, the authors also enrich existing theory and future theory building in the domain of knowledge management.

This study aims to delve into how predictive maintenance (PM) strategies and supply chain optimization (SCO) can effectively integrate within the green hydrogen sector, enhancing operational efficiency and sustainability.

This study uses the situation, actor, process-learning, action, performance model of inquiry, enriched by insights from the paradox framework using expert opinions. The study is grounded in an empirical methodology, using in-depth interviews and discussions with industry experts to elucidate the complex dynamics.

Key findings from the expert interviews reveal a rich tapestry of challenges and opportunities. This study emphasizes the criticality of PM in reducing downtime and increasing the lifespan of key equipment in hydrogen production. Simultaneously, it underscores the pivotal role of SCO in ensuring the seamless flow of materials and energy, which is vital for the industry’s scalability and economic viability.

It is noted that this study contributes a detailed perspective to the existing body of literature, particularly focusing on the nuanced roles of PM and SCO in the green hydrogen value chain. This approach is distinct from prior studies that primarily concentrated on the hydrogen value chain, which have traditionally delved into the drivers, challenges and enablers of these areas.

This research aims to examine the potential tensions and management strategies for adopting artificial intelligence (AI) within Sales and Operations Planning (S&OP) environments.

We conducted in-depth interviews with eight S&OP professionals from different manufacturing firms, supplemented by interviews with AI solutions experts and secondary document analysis of various S&OP processes, to scrutinize the paradoxes associated with AI adoption in S&OP.

We revealed 12 sub-paradoxes associated with AI adoption in S&OP, culminating in 5 overarching impact pathways: (1) balancing immediate actions with long-term AI-driven strategies, (2) navigating AI adoption via centralized systems, process redesign and data unification, (3) harmonizing AI-driven S&OP identities, collaboration and technology acceptance, (4) bridging traditional human skills with innovative AI competencies and (5) managing the interrelated paradoxes of AI adoption in S&OP.

The findings provide a roadmap for firms to proactively address the possible tensions associated with adopting AI in S&OP, balancing standardization with flexibility and traditional expertise with AI capabilities.

This research offers (1) a nuanced understanding of S&OP-specific paradoxes in AI adoption, contributing to the broader literature on AI within operations management and (2) an extension to Paradox Theory by uncovering distinct manifestations at the AI–S&OP intersection.