This paper contributes to extant research on green Human Resource Management (HRM) relying on the instrumental value of stakeholder theory, which implies that stakeholders impact on company decisions and their development of organizational resources and performance. Following that theory, the study conceives green HRM practices as a set of management processes that companies implement for responding to stakeholder pressures on environmental issues. Accordingly with those premises, we empirically test the distinct role that different green HRM practices (i.e., green hiring, green training and involvement, and green performance management and compensation) play in mediating the relation between pressures on environmental issues from two specific external stakeholders (i.e., customers and regulatory stakeholders) and environmental performance. Our findings, based on a multirespondent survey in which the respondents were Human Resource Managers and Supply Chain Managers operating in Italy, confirm the hypothesized mediation model. Our results (as well as their implications) are discussed in light of the recent calls to broaden the scope of HRM research, considering the embeddedness of the company in a socio-political context and exploring the role that actors and factors outside the company play in shaping its green HRM practices.

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Organisations increasingly see sustainability as an important element of their business strategies, and the role of purchasing and supply functions is critical in translating sustainability commitment into performance. Yet, the impact of sustainability commitment on purchasing processes and routines, as well as the effect of such capabilities on performance, remains empirically under-explored. From a Resource-Based perspective, we argue that commitment to sustainability leads purchasing and supply functions to develop intra-and inter-firm collaborative capabilities, and that in turn these capabilities deliver improved performance. Based on survey data from 383 procurement executives in ten European and North American countries, we use structural equation modelling to empirically test our hypotheses. Our results provide strong support for the hypothesised links between sustainability commitment and both intra-and inter-firm collaborative capabilities; and between inter-firm collaborative capabilities and environmental and social, and cost performance. Conversely, our data do not support the hypothesised links between intra-firm collaborative capabilities and both aspects of performance. In our discussion, we reflect on both confirmatory and conflicting findings in relation to theory and practice, before examining the study's limitations and opportunities for future research.

International audienceThis paper aims to investigate the effects of supplier collaboration on the firm innovation performance as well as the enabling characteristics of the purchasing function. This is an original contribution as few papers empirically test the effect of supplier collaboration (meant as supplier involvement, development, and integration) on innovation performance and –simultaneously – the contribution of strategic sourcing activities and purchasing knowledge. Also, we explore the technological uncertainty of the purchase as an important contingent factor that might influence the firm’s innovation strategy and the emphasis on supplier collaboration or strategic sourcing.Towards this end, we develop a theoretical framework and test it through a survey conducted on a sample of 498 companies worldwide. Results show that innovation, as a category priority, does lead to emphasize supplier collaboration and strategic sourcing which, in turn, ensure better innovation performance. Empirical evidence also shows that, on the one hand, adequate purchasing (managers) knowledge enables greater supplier collaboration and strategic sourcing; on the other hand, technological uncertainty put greater emphasis on innovation strategy as well as on strategic sourcing

Survey research is appropriate and necessary to address certain types of research questions. In this paper, we acknowledge the ongoing debate about survey research and focus specifically on examining the conditions under which a study might validly utilize data provided by a single respondent. To this end, we summarize the main challenges that survey research in supply chain management faces when dealing with single respondents and later argue that having multiple respondents does not necessarily represent a cure‐all solution. Next, we discuss the concept of alignment in survey research and explore the characteristics of research questions that can be addressed through single key informants. We conclude the paper by suggesting that researchers should carefully consider the appropriateness of single key informants in light of the type of research question and also clearly support such choice when describing the method adopted.

Increased globalization, varying customer requirements, extended product lines, uncertainty regarding supplier performance, and myriad related factors make supply chains utterly complex. While previous research indicates that supply chain complexity plays an important role in explaining performance outcomes, the accumulating evidence is ambiguous. Thus, a finer‐grained analysis is required. By meta‐analyzing 27,668 observations across 102 independent samples from 123 empirical studies, we examine the link between supply chain complexity and firm performance. While the preponderance of evidence from previous studies identifies supply chain complexity as detrimental to firm performance, our results illustrate that although supply chain complexity has a negative effect on operational performance, it has a positive effect on innovation performance and financial performance. Furthermore, we also distinguish among different levels of supply chain (i.e., upstream, downstream, and internal) and observe nuanced findings. Finally, our findings also reveal moderating effects of construct operationalization and study design characteristics. We discuss implications for theory and practice and provide avenues for future research.

Supply chain research and practice has moved beyond green or environmental issues to include social issues. But much of the focus still remains on attempts of large companies to reduce social harm along their supply chains rather than creating social good. At the same time, research investigating the role of NGOs in supply chains or humanitarian logistics often emphasizes temporary initiatives and overlooks long‐term viability. This conceptual paper seeks to expand the playing field by looking at how social enterprises manage their supply chains to generate social benefit while maintaining or improving their financial viability in the long term. Our contribution is to consider those socially motivated organizations that lie on the continuum between purely social and purely commercial enterprises. We consider how these organizations manage their supply chains for social impact and define this area as social impact supply chain management (SISCM). In this work, we view these organizations and managerial issues through the lens of institutional complexity, that is, the presence of multiple and possibly conflicting institutional logics in the focal organization. We propose that, for these organizations, supply chain strategy, stakeholder identification and engagement, and relationship management might differentiate SISCM from traditional supply chain management. And as a result, we offer future research directions that might add clarity to effective SISCM.