Plomp, Jelle (2025) Strategic Sustainability or Reactive Chaos? The Role of the Business Case in Managing Paradoxical Tensions and Display of Dynamic Capabilities. Master thesis, Sustainable Entrepreneurship (SE).
|
PDF
SEP-Jelle-Plomp.pdf Download (939kB) | Preview |
Abstract
This thesis explores to what extent the perceived business case for sustainability influences how companies manage paradoxical tensions and demonstrate dynamic capabilities. Using a qualitative multiple-case study approach, seven interviews were conducted across five Dutch companies from various industries, including banking, food, finance, consultancy, and tech. The study integrates two theoretical lenses: Paradox Theory and Dynamic Capabilities Theory. Findings reveal that companies perceiving sustainability as a strategic opportunity, due to client pressure, or a strong business case, are more likely to act systematically, using structured data, sensing and seizing opportunities, and transforming their operations. In contrast, when sustainability is perceived as a cost or compliance obligation, responses are symbolic, fragmented, and short-term oriented. The perceived business case thus acts as a central influencer that determines whether tensions are embraced as manageable paradoxes or avoided as trade-offs. This research contributes to corporate sustainability literature by showing how perception shapes capabilities and outcomes, offering practical insights for managers aiming to move from reactive to strategic sustainability integration.
| Item Type: | Thesis (Master) |
|---|---|
| Name supervisor: | Kilian, S.K. |
| Date Deposited: | 14 Jul 2025 13:27 |
| Last Modified: | 14 Jul 2025 13:27 |
| URI: | https://campus-fryslan.studenttheses.ub.rug.nl/id/eprint/701 |
Actions (login required)
 |
View Item |