This article focuses on the paradoxical tensions pertaining to the nonprofit sector. We focus on how actors develop strategies to mitigate the paradoxical tensions of the hybrid organizing of nonprofit organizations. Taking the case of management consulting for nonprofit organizations, we show how paradoxical tensions that are mitigated at one point in time led to knotted tensions that the organization needs to manage in turn. We argue that it constitutes a downward spiral that hampered the development of the organization and explains the broader difficulty that organizations face when navigating organizational paradoxes. Contributions to theory are offered.
