| 1 | Learning to economic performing | Learning tensions rooted in the routines and structures of the “systemic” (e.g. country and industry) and “SC” levels underpin the economic performing tensions emerging at the “organizational” and “SC” levels. For instance, the structural complexity of SCs (Learn4) strengthens divergent economic performing elements of profit maximization (Perform3) by driving the costs and efforts related to the implementation of social–ecological objectives. Another example is the systemic problems in producing countries (Learn1) that often drive the divergent economic performing element of minimizing risks (Perform4) when aiming to integrate disadvantaged producers in high-risk countries into SCs and the global market |
| 2 | Learning to belonging | Learning tensions erode the perceived relevance of social–ecological sustainability and related regulation. This, in turn, enables belonging tensions at the “SC” level. For instance, the learning element of systemic problems in producing countries (Learn1) leading to unenforced laws reinforces the divergent belonging element of workers' acceptance of regulations and sustainability measures (Belong4), as many workers are willing to work extensive hours to maximize their income. Present institutions (e.g. unenforced and/or weak laws) resulting in systemic problems in producing countries (Learn1) also reinforce the suppliers' divergent understanding and perspectives (Belong1) of social–ecological topics |
| 3 | Learning to organizing | Learning tensions underline organizing tensions at the “organizational” and “SC” levels. For instance, the structural complexity of SCs (Learn4) results in a low visibility of upstream firms (mid-tier and lower-tier firms) that struggle to depart from their current business operations and commercial decisions (Organ3), as their sustainability efforts are hardly recognized and valued by downstream SC members. Moreover, the structural complexity of SCs (Learn4) reinforces sustainability tensions stemming from the varying measures and requirements of industrial customers (Organ2), which are faced by many upstream firms in SCs |
| 4 | Belonging to organizing | Belonging tensions at the “SC” level can reinforce organizing tensions. For instance, the current business operations and commercial decisions (Organ3) of suppliers are reinforced when the industrial customers' sustainability requirements and expectations (Belong2) are limited to a minimum or the status quo. In contrast, the current business operations and commercial decisions (Organ3) of buyers can also be reinforced through the suppliers' divergent understanding and perspectives (Belong1) of social–ecological sustainability. This challenge is often faced by buying companies with low purchasing power or high dependency on certain suppliers |
| 5 | Belonging to economic performing | Belonging tensions can drive the emergence of economic performing tension. For instance, the suppliers' divergent understanding and perspectives (Belong1) of social–ecological topics and ways of doing business can reinforce the economic performing element of minimizing risks (Perform4). Suppliers that hold different sustainability perspectives (e.g. due to different contextual factors) increase the risk of sustainability misconducts. Moreover, the industrial customers' sustainability requirements and expectations (Belong2) can reinforce tensions related to the economic performing element of profit maximization (Perform3). Financial compensations for sustainability measures are difficult to achieve when industrial customers hold divergent expectations and views regarding social–ecological topics |
| 6 | Organizing to economic performing | There is a strong link between organizing and economic performing tensions, both of which emerge at the “organizational” and “SC” levels. For example, the varying measures and requirements of industrial customers (Organ2) increase the expenses of suppliers. This, in turn, strengthens the sustainability tension stemming from the divergent element of profit maximization (Perform3). Furthermore, profit maximization (Perform3) reinforces the organizing element of competition (Organ4). Instead of participating in collective actions to address social–ecological objectives on a larger scale, companies take individual actions to secure profits and competitive advantages with (more) sustainable products |