Abstract

Paradox theory offers a unique approach through which the complex and often conflicting aspects of corporate sustainability (CS) can be addressed. Although a growing body of literature has focused on the organizational-level outcomes of a paradox approach to sustainability, we know less about how such an approach creates business contributions to sustainable development beyond the organization (societal sustainability). The present study addresses this gap in research through a qualitative meta-analysis of 32 empirical case studies. While the analyzed studies confirmed the effectiveness of a paradox approach to managing CS tensions from an organizational perspective, indications of contributions to societal sustainability were ambiguous. This finding led to the creation of a typology of response–outcome pathways. These pathways illustrate variations in the societal sustainability outcomes of CS paradox responses based on the moderating effects of three factors: level of commitment to sustainability, the approach to stakeholder engagement, and the level of strategy–practice alignment. This analysis contributes to the CS paradox perspective by offering important boundary conditions to the commonly held assumption that a paradox approach leads to superior business contributions to sustainability and highlights the need for research that examines outcomes of extant CS approaches beyond the organization.