Sustainability-driven and high-growth SMEs : a paradox approach

This paper aims to explore the paradoxical tensions that are present in sustainability-driven and high-growth SMEs, and the practices implemented to deal with such tensions. This research is based on a single-case study within a French SME, a pioneer in the organic sector. The study findings reveal four major paradoxical tensions that progressively deepen in the course of high-growth periods : normative and utilitarian identities, organic and external growth, exploration and exploitation, disorganization and structuring. They also suggest a set of strategic keys, allowing to manage paradoxical situations through the perspectives of dialogue and differentiation.