For years, business leaders have been told the same story: doing good is good for business.

But what if that assumption is too simple?

Research from Garima Sharma, faculty at the Kogod School of Business at American University, suggests that the relationship between profit and social impact is not a straightforward alignment—it’s a tension that organizations must actively navigate.

Why the “Doing Good Is Good for Business” Narrative Falls Short

In theory, companies can pursue both financial performance and social or environmental impact at the same time. In practice, those goals often pull in different directions.

Sharma’s research reframes this challenge not as a tradeoff to solve, but as a paradox to manage—a situation where competing priorities persist over time and cannot be fully resolved.

That distinction changes how organizations approach decision-making. When leaders treat social impact as something that should neatly align with profit, they often overlook the complexity of real-world constraints. But when they recognize the tension, they are better positioned to respond strategically.

How Businesses and Nonprofits Successfully Navigate Social Impact Partnerships

One place this tension becomes especially visible is in partnerships between businesses and nonprofit organizations.

These collaborations are often designed to combine commercial resources with social mission. But outcomes vary widely.

Sharma’s research finds that the difference often comes down to how organizations interpret their differences:

• More effective partnerships treat tensions as flexible and context-dependent
• Less effective partnerships rely on fixed roles and rigid expectations

Success is not just about alignment—it depends on the ability to adapt when priorities conflict.

Why Social Impact Strategies Create Ongoing Tension in Business Decision-Making

Sharma’s research challenges a common assumption in business strategy: that there is always a clear “business case” for social impact.

Instead, it suggests that:

• Social impact initiatives often introduce persistent operational and strategic tension
• Organizations must manage multiple, competing objectives simultaneously
• Progress depends on balancing tradeoffs over time—not eliminating them

This shift—from solving problems to managing paradoxes—reflects how organizations actually operate in complex environments.

What Business Leaders Should Know About Balancing Profit and Social Impact

As expectations around corporate responsibility continue to rise, the pressure to integrate social impact into business strategy is only increasing.

Sharma’s research suggests that leaders should:

• Design organizations for flexibility and iteration, not static alignment
• Treat tensions between profit and purpose as structural and ongoing
• Build strategies that can sustain competing priorities over time

This is not a failure of strategy; it’s a more accurate model of how modern businesses operate.

How Research on Social Impact Is Reshaping the Role of Business in Society

At its core, Sharma’s work reflects a broader shift in how we understand business.

Organizations are not choosing between profit and purpose. They are navigating both—simultaneously, continuously, and often imperfectly.

Understanding that reality is essential for leaders working to create meaningful, sustained impact in today’s economy.