Conceptualizing the “LEAP” framework: a strategic tool to manage the sustainability-profitability paradox

Purpose This study introduces the LEAP framework as a strategic tool for balancing sustainability with profitability in businesses. It aims to guide companies in aligning financial goals with environmental and social responsibilities. Design/methodology/approach Integrating resource-advantage (R-A) theory and paradox theory, the LEAP framework comprises four components: (L)everage resource audit and investment, (E)nvironmental scanning and alignment, (A)udience-specific messaging and (P)lanned execution. Two real-world case vignettes on auto industry and apparel industry illustrate its practical application. Findings The LEAP framework aids organizations in incorporating sustainability into their core strategies, fostering a sustainable competitive advantage. It highlights sustainability as a strategic asset, driving innovation and sustainable growth. Research limitations/implications Further research could explore the LEAP framework’s application across different industries and its long-term impact on financial performance and market competitiveness. Practical implications The framework serves as a strategic tool for firms to integrate sustainability in a way that supports their financial objectives and competitive positioning. Social implications By guiding organizations toward implementing sustainability beyond traditional business models, the LEAP framework contributes to improved financial and sustainability outcomes. Originality/value This study synthesizes insights from R-A and paradox theories to create a unique perspective on the sustainability-profitability nexus. It provides a practical roadmap for businesses and educators, advancing theoretical contributions and offering practical applications for addressing the sustainability-profitability paradox.