Table 4. Overview and short description...

Table 4.

Overview and short description of the six tensions selected for further discussion along with the consequences of overemphasizing each pole with illustrative quotes (translated from German and partially shortened)

Tension: level	Short description	Illustrative quote
High relevance to individual
Individual role(s): Individual level	This tension reflects internal conflicts CAs experience. Apart from their roles as CAs, individuals often have other roles to fulfill (e.g. research, managerial/administrative). These roles are typically associated with divergent values and identities. Overemphasizing the CAs role can lead to burnout, whereas not pursuing this role can lead to a denial of one’s own values	… sometimes I have been afraid of what I have done, have I gone to too far now? (I 6:69)
Commitment – mandate: between organizational and individual level	To successfully drive SHEI, CAs committed to engaging in bottom-up initiatives are needed. However, top-down support of these bottom-up initiatives is also necessary. Overemphasizing top-down approaches can lead to abdication of responsibility, whereas overemphasis of voluntary commitment might result in burning out CAs or limited continuity	I’m the only one who has it (sustainability) somewhere in the job description … no one else gets money for it. So, it is somewhere simply personal initiative. (I4:29)
(De)central SD-structures: organizational level	Central SHEI structures (e.g. SD institutes/faculties/centers) pool competencies, knowledge and responsibility for SD. In a decentralized network, sustainability is anchored in various parts of the university and responsibility is diffused. Over-emphasizing central structures can make it difficult for outsiders to engage. Overemphasizing decentral structures, results in a lack of clarity about who is in charge	The sustainability advisory board was the result of a rethinking process: we concluded that we had to somehow get a grip on this link between science and administration, and faculties also have to be brought together in some way. (I5:56)
High relevance for university
Degree of autonomy: between the organizational and systemic level	External regulatory requirements to foster SD can result in increased reporting obligations and can even be viewed as attacks on the freedom of science or resulting in universities’ loss of power. However, if universities are granted complete autonomy, SHEI depends on the motivation of university leadership and internal CAs	I would have expected much more from university regents, from the ministry, that is, from those who have some kind of control, supervisory or steering function of universities. (I5:76)
Resource allocation: within and between all levels	Austrian universities have a global budget that is largely needed to cover fixed costs. Allocating parts of it to SHEI means limiting expenses in other areas. Overemphasizing traditional fixed costs make SHEI projects difficult to finance and disregards the significance of SHEI. Overemphasizing SHEI investments might result in reduced funding for traditional expenses or a shift of burdens among employees	Anything we do that is not directly attributed to a course or research project is not as easy to fund, e.g., a SD office, a SD officer …. (I17:63)
Scientific performance(s): within and between all levels	Overemphasizing SD research and outreach can lead to personal and organizational disadvantages as SD related activities are not well represented in performance evaluations. In contrast, overemphasis of disciplinary performance criteria strengthens disciplinary and compartmentalized knowledge generation and publication cultures, which tend not to address the complexity of societal problems	Our SD doctoral program had problems because it did not fit into the normal scheme of an excellent doctoral college. The other doctoral colleges are as narrow and specific as possible. This one is as broad and open as possible. This is contradictory (I 3:110)

Tension: level	Short description	Illustrative quote
High relevance to individual
Individual role(s): Individual level	This tension reflects internal conflicts CAs experience. Apart from their roles as CAs, individuals often have other roles to fulfill (e.g. research, managerial/administrative). These roles are typically associated with divergent values and identities. Overemphasizing the CAs role can lead to burnout, whereas not pursuing this role can lead to a denial of one’s own values	… sometimes I have been afraid of what I have done, have I gone to too far now? (I 6:69)
Commitment – mandate: between organizational and individual level	To successfully drive SHEI, CAs committed to engaging in bottom-up initiatives are needed. However, top-down support of these bottom-up initiatives is also necessary. Overemphasizing top-down approaches can lead to abdication of responsibility, whereas overemphasis of voluntary commitment might result in burning out CAs or limited continuity	I’m the only one who has it (sustainability) somewhere in the job description … no one else gets money for it. So, it is somewhere simply personal initiative. (I4:29)
(De)central SD-structures: organizational level	Central SHEI structures (e.g. SD institutes/faculties/centers) pool competencies, knowledge and responsibility for SD. In a decentralized network, sustainability is anchored in various parts of the university and responsibility is diffused. Over-emphasizing central structures can make it difficult for outsiders to engage. Overemphasizing decentral structures, results in a lack of clarity about who is in charge	The sustainability advisory board was the result of a rethinking process: we concluded that we had to somehow get a grip on this link between science and administration, and faculties also have to be brought together in some way. (I5:56)
High relevance for university
Degree of autonomy: between the organizational and systemic level	External regulatory requirements to foster SD can result in increased reporting obligations and can even be viewed as attacks on the freedom of science or resulting in universities’ loss of power. However, if universities are granted complete autonomy, SHEI depends on the motivation of university leadership and internal CAs	I would have expected much more from university regents, from the ministry, that is, from those who have some kind of control, supervisory or steering function of universities. (I5:76)
Resource allocation: within and between all levels	Austrian universities have a global budget that is largely needed to cover fixed costs. Allocating parts of it to SHEI means limiting expenses in other areas. Overemphasizing traditional fixed costs make SHEI projects difficult to finance and disregards the significance of SHEI. Overemphasizing SHEI investments might result in reduced funding for traditional expenses or a shift of burdens among employees	Anything we do that is not directly attributed to a course or research project is not as easy to fund, e.g., a SD office, a SD officer …. (I17:63)
Scientific performance(s): within and between all levels	Overemphasizing SD research and outreach can lead to personal and organizational disadvantages as SD related activities are not well represented in performance evaluations. In contrast, overemphasis of disciplinary performance criteria strengthens disciplinary and compartmentalized knowledge generation and publication cultures, which tend not to address the complexity of societal problems	Our SD doctoral program had problems because it did not fit into the normal scheme of an excellent doctoral college. The other doctoral colleges are as narrow and specific as possible. This one is as broad and open as possible. This is contradictory (I 3:110)

Notes:

CA = change agent, SD = sustainable development, SHEI = Sustainability in Higher Education Institutions

Source: Authors’ own creation/work

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