Purpose-This study seeks to identify intra-organisational drivers that enhance the implementation of a purchasing social responsibility (PSR) approach, as well as drivers that influence PSR throughout the phases of the process. Design/methodology/approach-The conceptual framework presents PSR as a process rather than merely a decision. It focuses on three dimensions (centralisation, specialisation, and formalisation) to highlight the role and evolution of key drivers through a three-phase process (setup, operating, and sustaining). The empirical analysis is based on a single qualitative case study of SNCF, France's stateowned railway company, which is particularly advanced in its PSR-related practices. Findings-The intra-organisational drivers differ according to the phase of the PSR process. Transitions across the three phases entail organisational adaptation, which require the company to transform from a mechanistic to an organic structure. Research limitations/implications-This research contributes to a better understanding of the PSR implementation process through an in-depth study focused on intra-organisational drivers. Although relatively understudied, these drivers take important roles. Practical implication-This study identifies operational, intra-organisational leverage actions that can benefit firms that aim to adopt or maintain a PSR approach. It also provides comprehensive guidance for activating these leverages throughout the PSR implementation process, and it helps firms identify their level of PSR. Originality/value-This study proposes the first processual, organisational interpretation of PSR approaches.
L'objectif de cette recherche est de mieux comprendre le processus d'adoption d'une démarche d'Achats Responsables (AR). Peu de travaux se sont intéressés à ce processus ainsi qu'à ses antécédents intra et inter-organisationnels. L'étude empirique, basée sur le cas exemplaire de la SNCF, révèle que la démarche d'AR suit un processus en trois phases (mise en place, déploiement, maintien) et que les deux types d'antécédents jouent un rôle différencié selon ces phases. Ils montrent aussi le rôle clé joué par certains acteurs déjà convaincus pour accroître l'adhésion à la démarche. Cette recherche débouche sur des recommandations utiles aux entreprises désireuses de s'engager dans une démarche d'AR ou soucieuses de la pérenniser. Mots-clés : Achats Responsables-Antécédents intra et inter-organisationnels-Processus * Les auteurs remercient tout particulièrement la SNCF ainsi que THESAME et l'ensemble des partenaires du programme PEAK (Purchasing European Alliance for Knowledge) destiné à développer les relations collaboratives clients-fournisseurs.
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