RT Journal Article
T1 The social-environmental sustainability paradox: how social strategies affect environmental strategies in SMEs
A1 Martín Rocañín, Gonzalo David
A1 Delgado Verde, Miriam
A1 Díez Vial, Isabel
AB This paper addresses the research problem of the paradoxical relationship between social and environmental strategies in small and medium enterprises (sMEs). although tensions in balancing a triple bottom line (3Bl) are known, research rarely explores social–environmental tensions. clarifying their alignment may enhance sustainable integration in sMEs. our analysis reveals a paradox: at lower intensities, both proactive and leadership social strategies reduce the likelihood of adopting environmental strategies, even among firms committed to the 3Bl. as their intensity increases, however, these social strategies–especially leadership– eventually compensate for this effect and facilitate environmental improvements, evolving this way to become synergetic. Based on a sample of 191 B corp-certified sMEs from peru, colombia, and spain, these findings have direct implications for policy and practice. recognizing the non-linear dynamics between social and environmental strategies can guide policymakers and practitioners in designing targeted incentives, allocating resources, and supporting sMEs in moving beyond a suboptimal state where neither social nor environmental goals are fully achieved, towards truly integrated sustainable business models.
PB Taylor & Francis
YR 2025
FD 2025-10-14
LK https://hdl.handle.net/20.500.14352/130595
UL https://hdl.handle.net/20.500.14352/130595
LA eng
NO Martín-Rocañín, G., Delgado-Verde, M., & Díez-Vial, I. (2025). The social-environmental sustainability paradox: how social strategies affect environmental strategies in SMEs. Cogent Business & Management, 12(1). https://doi.org/10.1080/23311975.2025.2572424
NO Comunidad de Madrid
DS Docta Complutense
RD 18 mar 2026