Existing research posits that there are tensions in addressing divergent sustainability issues which need to be managed and embraced by firms. However, if these tensions cannot be addressed adequately, it will not only have negative impacts on individuals' interests but also on the development of organisations and ultimately the prosperity of the society, ultimately resulting in unethical consequences. Hence, this paper empirically examines tensions in addressing divergent sustainability issues and how to manage them between Chinese and New Zealand firms in business partnerships.Guided by an interpretivist philosophy, this research adopts a qualitative and abductive approach as the preferred research method. In doing so, 33 in-depth individual interviews alongside one informal group discussion were carried out at 16 relatively large Chinese and New Zealand firms known for their commitment to sustainability that are in business partnerships. Interestingly, we find that these companies are faced with complex and multiple sustainability tensions. In order to better manage these tensions, we found that these firms adopt integrative approaches with opening, surfacing, collaborative and synergistic strategies which can help these companies to enhance their organisational ambidexterity.

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