Corporate Sustainability (CS) entails a variety of tensions. Commonly, these tensions arise between economic versus ecological and social goals as well as between short-term and long-term orientation. Looking into the implementation and conduction of CS activities through a comparative case study, I examine several other paradoxical outcomes for organizations while implementing activities in the area of CS. The data analysis shows that CS activities can have positive and negative impacts within organizations and depend on the centrality of CS for these companies and the kind of CS activities im-plemented. Leveraging paradox literature and following a system thinking approach, I discuss positive and negative outcomes in these companies while and after engaging in CS activities.