Managing tensions in sustainable development in Chinese and New Zealand business partnerships: Integrative approaches

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dc.citation.issue5
dc.citation.volume31
dc.contributor.authorChen SM
dc.contributor.authorEweje G
dc.date.accessioned2024-06-20T22:46:36Z
dc.date.available2024-06-20T22:46:36Z
dc.date.issued2022-07
dc.description.abstractExisting research posits that there are tensions in addressing divergent sustainability issues which need to be managed and embraced by firms. However, if these tensions cannot be addressed adequately, it will not only have negative impacts on individuals' interests but also on the development of organisations and ultimately the prosperity of the society, ultimately resulting in unethical consequences. Hence, this paper empirically examines tensions in addressing divergent sustainability issues and how to manage them between Chinese and New Zealand firms in business partnerships. Guided by an interpretivist philosophy, this research adopts a qualitative and abductive approach as the preferred research method. In doing so, 33 in-depth individual interviews alongside one informal group discussion were carried out at 16 relatively large Chinese and New Zealand firms known for their commitment to sustainability that are in business partnerships. Interestingly, we find that these companies are faced with complex and multiple sustainability tensions. In order to better manage these tensions, we found that these firms adopt integrative approaches with opening, surfacing, collaborative and synergistic strategies which can help these companies to enhance their organisational ambidexterity.
dc.description.confidentialfalse
dc.edition.editionJuly 2022
dc.format.pagination2568-2587
dc.identifier.author-urlhttp://gateway.webofknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=WOS:000769963000001&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=c5bb3b2499afac691c2e3c1a83ef6fef
dc.identifier.citationChen S, Eweje G. (2022). Managing tensions in sustainable development in Chinese and New Zealand business partnerships: Integrative approaches. Business Strategy and the Environment. 31. 5. (pp. 2568-2587).
dc.identifier.doi10.1002/bse.3044
dc.identifier.eissn1099-0836
dc.identifier.elements-typejournal-article
dc.identifier.issn0964-4733
dc.identifier.urihttps://mro.massey.ac.nz/handle/10179/69951
dc.languageEnglish
dc.publisherERP Environment and John Wiley and Sons Ltd
dc.publisher.urihttps://onlinelibrary.wiley.com/doi/10.1002/bse.3044
dc.relation.isPartOfBusiness Strategy and the Environment
dc.rights(c) 2022 The Author/s
dc.rightsCC BY-NC-ND 4.0
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectambidexterity
dc.subjectbusiness partnerships
dc.subjectChina
dc.subjectNew Zealand
dc.subjectparadox
dc.subjectstakeholder engagement
dc.subjectsustainability
dc.subjecttensions
dc.titleManaging tensions in sustainable development in Chinese and New Zealand business partnerships: Integrative approaches
dc.typeJournal article
pubs.elements-id452309
pubs.organisational-groupOther
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