Deconstructing Tensions in the Adoption of Digital Innovation in Sustainable Supply Chain Management: A Qualitative Study

While the benefits of digital technology adoption in supply chains are well recognized, the adoption of digital innovation for sustainability, particularly in small and medium‐sized enterprises (SMEs), often faces delays. One underexplored area is the role of persistent tensions that complicate this process. This study addresses this gap by applying paradox theory to uncover and categorize the tensions that emerge during digital innovation adoption within sustainable supply chain management (SSCM). Using a qualitative approach based on 40 semi‐structured interviews with SMEs and the Gioia methodology, the study identifies nine distinct tensions, grouped under four paradox dimensions: learning, organizing, belonging, and performing. This novel application of paradox theory provides a rich lens to understand the contradictory but interrelated forces at play. Theoretically, the study extends the literature on digital innovation and paradox theory by framing tensions as ongoing, interdependent dynamics in SSCM contexts. Practically, it offers managers actionable strategies based on separation and synthesis for steering these tensions and advancing digital innovation in sustainability‐driven supply chains.