Paradoxes and dilemmas in local climate missions

This paper examines local climate missions using paradox theory. We explore how the fundamental paradoxical nature of missions manifests in dilemmas with which mission managers must strategically engage. By studying two local climate missions in Denmark, we identified three dilemmas, their triggers and the mission management’s strategic responses. Importantly, we found that mission resources and place-based leadership are essential in shaping strategic responses to local mission dilemmas. Our findings highlight that paradox theory and its operationalisation are useful for understanding and managing missions as they allow us to better comprehend the potentials and challenges involved in mission work.