Sustainable human resource management (HRM), perceived as challenging the dominant models of strategic HRM, concerns the adoption of HRM strategies and practices to achieve simultaneously financial, social, environmental, and HR regeneration goals, to satisfy diverse stakeholders' competing demands and, increasingly, national legislative requirements of sustainability performance reporting. Tensions are placed at the centre of sustainable HRM's analysis, as stakeholders demands are contrasting, when seen individually, but yet interrelated, as part of an integrated whole. The paradox perspective of sustainable HRM is useful in identifying several HRM paradoxes and proposing different coping strategies. However, the role of organizational actors, their cognition and strategy-making action, has been completely ignored in a highly conceptual paradoxical analysis of sustainable HRM. Drawing on the cognitive theory (and cognitive framing) and the practice theory (and strategy-as-practice), this paper contributes by bringing organizational actors back into the analysis, proposing three interrelated processes, namely, activating individual cognitive frames, creating collective dominant frames, and strategizing through enacting strategy-making activities, to address the theoretical gaps and extend the paradox perspective of sustainable HRM.

可持续人力资源管理 (HRM) 被认为是对战略 HRM 的主导模式的挑战，它涉及采用 HRM 战略和实践来同时实现财务、社会、环境和人力资源再生目标，以满足不同利益相关者的竞争需求，并且越来越多地，可持续发展绩效报告的国家立法要求。紧张局势被置于可持续人力资源管理分析的中心，因为利益相关者的需求在单独来看时是对比的，但又是相互关联的，作为一个整体的一部分。可持续人力资源管理的悖论观点有助于识别几个人力资源管理悖论并提出不同的应对策略。然而，组织行为者的作用，他们的认知和战略制定行动，在对可持续人力资源管理的高度概念化矛盾分析中完全忽略了这一点。借鉴认知理论（和认知框架）和实践理论（和实践策略），本文通过将组织参与者重新纳入分析，提出三个相互关联的过程，即激活个体认知框架，创造集体主导框架，并通过制定战略制定活动制定战略，以解决理论差距并扩展可持续人力资源管理的悖论视角。