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Although sustainable supply chain management (SSCM) has recently received increasing attention among UK manufacturing firms, there is a concern as to whether SSCM practices are being implemented because they are profitable or only because of governance coercive pressure. Thus, the aims of this paper are twofold: first, determining the role of governance in the adoption of SSCM practices; second, investigating whether SSCM practices can be both environmentally beneficial and commercially viable. In light of these issues, this paper develops and empirically assesses an integrated model of governance pressures-SSCM practices-performance. Data was collected from 146 UK manufacturing managers, and analysed using the structural equation modelling method. Exogenous driving forces of governance were found to be precursors to the successful implementation of SSCM practices. The empirical results further suggest that while the implementation of sustainable supply chain management has a positive effect on environmental performance, it does not necessarily lead to improved economic performance, as only sustainable procurement was found to have a positive effect on economic performance. This paper contributes to the literature by highlighting the role of governance in SSCM adoption and performance gains in environmental protection while economic performance is partially compromised. The results also provide useful insights for both managers seeking to adopt sustainable practices and policy-makers seeking to further promote sustainable supply chain.

PurposeA lack of sourcing-specific team research prevents a full understanding of sourcing teamwork effectiveness (STE). Moreover, the limited purchasing and supply management (PSM) team literature often tends to focus on an aggregate group level. The paper makes a step towards adopting an individual actor perspective on teamwork effectiveness with an emphasis on the context of sourcing, explicating the effects of team-member knowledge, skills and abilities (KSAs), and examining how these relationships are moderated by a common learning experience of strategic sourcing masterclass.Design/methodology/approachBased on a cross-sectional survey, this study analyses a sample of 90 sourcing team members from a global aerospace manufacturing company using hierarchical regression analysis.FindingsThe results suggest that four of the five KSAs positively and significantly affect STE; the exception was collaborative problem solving. Masterclass learning outcomes were found to positively moderate the effects of these KSAs on STE, again exclusive of the collaborative problem-solving KSA.Research limitations/implicationsCross-sectional design focused only on the aerospace sector may affect generalizability. Further, longitudinal research designs would capture the effects of the common learning experience over an extended period.Practical implicationsSourcing team members could be selected based on having KSAs which significantly affect teamwork effectiveness. Training and development for sourcing teams should combine guided reflexivity and cross-training to deliver learning outcomes that create similar team mental models.Originality/valueThe study provides an individual team-member perspective on the functioning of sourcing teams which is absent in the extant research. It contributes to the very limited research base on skills in PSM.

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