Managing Tensions in Sustainability in Chinese and New Zealand Business Partnerships: A Conceptual Perspective

Abstract

Sustainable development presents many challenges and tensions, which requires acceptance and continuous efforts to manage by organisations in a wider sustainability journey. The problem is, most global firms find it difficult to rationalise the nature of these tensions, their dynamic relationships in sustainability, and how to systematically address their complex relationships simultaneously. In this regard, these firms are faced with a great deal of ambiguity and difficulties in understanding these tensions, their implications, and the managerial strategies in responding to them. This begs the questions of the nature of tensions in sustainability and management strategies in holding these tensions into a dynamic equilibrium. To explore these questions, this chapter examines potential tensions which may exist in addressing divergent sustainability aspects in the context of Chinese and New Zealand business partnerships. In order to address these tensions dynamically, this chapter has established a conceptual theoretical model through an interplay among Smith and Lewis, Hahn, Pinkse and Preuss as well as Li Peter Ping’s models. This will enrich the existing literature of tensions inherent in sustainability. In addition, this conceptual model will not only contribute to Chinese and New Zealand firms in business partnerships to better manage tensions, but also for global firms who are dedicated to achieving holistic sustainability. We also consider the conceptual integrity and practical prospects for tensions in future sustainability research to be explored in more specific contexts.