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Strategic Sustainability or Reactive Chaos? The Role of the Business Case in Managing Paradoxical Tensions and Display of Dynamic Capabilities

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).

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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

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