Reuse is a strategy to render fashion retail sustainable and an example is the take-back schemes established by international retailers. Managerial aspects are important in a reuse system, but management issues have seldom been studied. Accordingly, empirical investigations of the management of reuse systems are needed. Hence, the purpose of this study is to show the complexity in the management of fashion-retail based on reuse by identifying and explaining obstacles in the process. This is achieved by an analyze of ReTuna, a shopping mall based on reuse, from the perspective of institutional logics. ReTuna opened in 2015 and consists of approximately fourteen stores. The shops at ReTuna sell reused products, but this unconventional sourcing of goods aside, ReTuna aims to be a traditional mall. Most shops are staffed by the owner(s) and in some cases an employee. Garments and textiles that are sold origins from donations that are collected by the mall. The case illustrates the complexity, as it failed in establishing reuse-based fashion retail, despite its success in achieving enough donations and creating publicity. The analysis shows that the goal of re-circulating fashion is hindered by actors not being able to equally integrate the divergent sustainability dimensions in the mall owner’s goals. The obstacles are a result of the actors prioritizing the logics differently at the same time as not being able to fulfill the demands of the logics due to a lack of knowledge, experience and skills, and coordination.