This study investigates whether organizations that embrace a paradoxical cognitive frame—accepting and integrating conflicting elements—improve their sustainability outcomes.
Companies face inherent tensions when dealing with social and environmental issues. Managing these tensions effectively is crucial, as denying them can lead to negative outcomes, while recognizing and accepting conflicts can result in positive outcomes. The research underscores the role of paradoxical cognitive frames in managing sustainability complexity and contributes to the paradox literature.
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