The knotted paradox of coopetition for sustainability: Investigating the interplay between core paradox properties

Despite the fact that many organizations must manage frequently multiple paradoxes in their operations, extant paradox studies have under-researched the phenomenon of a knotted paradox that emerges when actors navigate in conditions of contradicting demands, which stem from several paradoxes simultaneously. In this study, we explore the knotted paradox of coopetition for sustainability, a process in which competitors cooperate to address sustainability challenges, and examine the interplay between its intensity, balance, and outcome. The findings of a quantitative study conducted among organizational actors in the housing sector demonstrate that coopetition intensity has a significant yet complex impact on sustainability outcomes. In the relationship characterized by an inverted U-shaped curve, an increase in coopetition intensity and balance leads to an increase in sustainability outcomes, but only until a specific limit, after which sustainability outcomes decrease with further intensification of coopetition. The findings indicate that coopetition balance and sustainability balance do not have a significant relationship. The study provides insights for managers on how coopetition in different conditions can contribute to corporate sustainability. The study demonstrates that coopetition and sustainability can be knotted success-fully, although the intensity of competing demands and the balance between them need to be cautiously managed.