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Managing social sustainability paradoxes in the digitalized supply chains for the circular economy
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Date
2025-11-24
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Abstract
This study explores how social sustainability is enabled and constrained within Circular Digitalized Supply Chains (CDSCs), mobilizing paradox theory as a theoretical lens. Through a qualitative analysis of interviews with 22 supply chain (SC), operations, logistics, and procurement managers, the research identifies key paradoxes that emerge when pursuing social goals alongside circular and digital transformations. The study finds that pursuing CDSCs' goals alongside social sustainability objectives creates paradoxical tensions, such as conflicts between efficiency and fair labor practices, data privacy concerns, and the potential for power concentration within digital platforms. These tensions highlight the complexities of balancing competing objectives within CDSC operations. Moreover, the different managerial perspectives, such as SC, operational, logistics, and procurement, may prioritize different aspects of sustainability, leading to potential tensions. These tensions were categorized into four paradoxes: the paradox of progress, the paradox of efficiency, the paradox of control, and the paradox of governance. To manage these paradoxes, the findings highlight the importance of dynamic management, stakeholder engagement, transparency, innovation, and continuous learning. This should also be supported by holistic integration, which involves a unified, comprehensive approach to managing paradoxes in CDSCs, transitioning from separate functional strategies to a cohesive solution. This study contributes to understanding the complexities of social sustainability in CDSCs. It offers insights for practitioners and policymakers seeking to promote more responsible and sustainable SC practices.