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The existence of multiple tensions is of course inherent to the life of organizations, but current challenges are further exacerbating this situation. Companies are facing major societal challenges such as the commitment to corporate social responsibility (CSR) and more recently the digital transition. The specific characteristics of small and medium-sized enterprises (SMEs) make these challenges even more complex for these organizations. In other words, how can we balance the demands of digital transformation with CSR commitment? The paradox perspective developed since the 1980s is designed to simultaneously meet competing demands (Smith and Lewis 2011). Beyond the decision to deploy a management strategy for these paradoxes, there is the question of which organizational practices need to be put in place in order to implement such a strategy in companies. A longitudinal case study (2014–2018) in an industrial SME was conducted to provide some answers to this question. The results focus on HR management practices regarding needed skills, the recognition of employees, and the redefinition of jobs.