Paradoxical tensions in sustainable Human Resource Management have gained increasing attention, yet their manifestation across different national contexts remains understudied. This research examines how multinational enterprises (MNEs) navigate paradoxical tensions in Green Human Resource Management (HRM) across diverse cultural and institutional settings. Through a single case study of one MNE operating in six countries (Germany, Austria, India, China, USA, and Ireland), we conducted 71 interviews to analyze how paradoxical tensions manifest and are managed across different national contexts. Applying paradox theory, we identify seven key paradoxes, including four that are specifically relevant to international contexts: the global-strategy paradox (balancing global mandates with local adaptation), the cultural-foundation paradox (managing varying levels of environmental awareness), the local-capability paradox (addressing resource disparities), and the agency paradox (reconciling individual environmental commitment with organizational constraints). Our findings extend paradox theory by demonstrating how these tensions manifest differently across national contexts, influenced by local cultural norms, regulatory frameworks, and resource availability. We contribute to Green HRM literature by showing how environmental initiatives face distinct challenges in different national contexts, requiring tailored approaches to implementation. The study suggests that successful Green HRM in MNEs requires careful consideration of local conditions while maintaining global sustainability standards. These insights offer practical implications for MNEs implementing Green HRM practices across diverse national contexts and theoretical contributions to our understanding of paradox management in international settings.
