CSR codes and the principal-agent problem in supply chains: four case studies

Ciliberti, Francesco; Haan, Job de; Groot, Gerard de; Pontrandolfo, Pierpaolo

doi:10.1016/j.jclepro.2010.09.005

Cited by 132 publications

(90 citation statements)

References 43 publications

(52 reference statements)

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“…The social and environmental activities of SMEs have often been shown to be implicit, and these firms have unknowingly played a part in SD (Ciliberti et al 2011;Fassin 2008). Accordingly, the tools used to assess commitment to SD, which have been designed for large firms, are not suitable for small firms (Baumann-Pauly et al 2013;Fassin 2008), and small firms' contributions in terms of SD have been underestimated (Battisti and Perry 2011;Besser 2012;Morsing and Perrini 2009).…”

Section: Smes Sd and Performancementioning

confidence: 99%

“…SPCs thus make it possible to maintain a positive image and a good reputation (Jenkins 2009;Murillo and Lozano 2006). More generally, these intangible assets can decrease risks (Ciliberti et al 2011;Fuller and Tian 2006), which gives them commercial value (Fuller and Tian 2006;Tencati et al 2004) and has a positive impact on financial performance (Hammann et al 2009). …”

Section: Sustainable Practices and Performancementioning

confidence: 99%

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Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

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Section: Smes Sd and Performancementioning

confidence: 99%

Section: Sustainable Practices and Performancementioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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“…New (2004:271) Roberts (2003:168) warns that the success of ethical sourcing codes of conduct will depend on the number of links in the network, reputational vulnerability and the power of different members in the network, a more recent study of four supply chains found that codes of conduct can improve communication flows and reduce moral hazard problems (Ciliberti et al, 2011). There are also supplier data exchange and auditing schemes, such as Sedex (www.sedex.org.uk) and StringTogether (https://stringtogether.com), used by companies in the clothing industry to handle detailed information on the provenance of materials, products and services, and new reporting mechanisms, such as FTSE4Good, the Global Reporting Initiative, and SA8000 from Social Accountability International, www.sa-intl.org), to report, audit and compare performance.…”

Section: Its Final Disposal As Waste With No Further Value'mentioning

confidence: 99%

“…Commentators like GRI (2010:43) and Lueneberger and Goleman (2010:7) go further, respectively foreseeing 'integrated storytelling' and 'radical transparency' in years to come, which only serves to reinforce the potential future role for RS as an important aspect in construction product businesses' communications with supply chain partners and customers. Ciliberti et al (2011) conclude that codes of conduct or other means to improve communication flows in supply chains are needed to overcome 'information asymmetry' between different actors. We also envisage greater and greater pressure on companies and projects to disclose information on environmental and social indicators; this opens up opportunities for IT support tools that go beyond data exchange and help companies communicate their RS performance with stakeholders in a live and interactive way.…”

Section: Transparency and Reportingmentioning

confidence: 99%

Engaging small firms in sustainable supply chains: responsible sourcing practices in the UK construction industry

Glass

Achour

Parry

et al. 2012

IJASM

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ACKNOWLEDGEMENTSThe authors would like to thank the project funders, network partners, and the survey and interview participants. Their time and input has been very much appreciated and valued. AUTHOR BIOGRAPHIESDr Jacqueline Glass is a Senior Lecturer in Architecture and Sustainable Construction in the School of Civil and Building Engineering at Loughborough University. She specializes in the management of sustainability in construction, including sustainability strategy, product stewardship and life-cycle assessment. Dr Glass is managing research projects on responsible AbstractResponsible sourcing (RS) provides a means to manage sustainability objectives by procuring materials with a certified provenance and is demonstrated typically through an organisation's procurement policy, via purchasing decisions and practices. In the UK, the government requires that 25% of construction products shall be from RS schemes by 2012; major contractors are raising this target to 100% by 2015 for major commodities such as aggregates, metals, steel, concrete, bricks and glass. There is a lack of research on industry preparedness for RS, so this paper reports on an industry survey and interviews that set out to explore the scope of RS, its drivers, benefits and challenges. It shows that material suppliers are leading the way, and although specifiers, clients and major contractors can drive change in the supply chain, there is a problem with a lack of participation from small and medium enterprises (SMEs) which warrants further research.

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“…Elkington (1997) introduced the term 'triple bottom-line' (TBL) in sustainability as a framework for measuring the effect of corporate performance on economy, society and environment. This concept is applied in sustainable supply chain management (SSCM) to align corporate economic objectives with the environmental and social responsibilities as a long-term perspective for suppliers (Ciliberti et al, 2011). In SSCM, the decisions on sourcing, product design, and manufacturing processes are taken to maximize profitability while minimizing the environmental side effects and maximizing social wellbeing (Hassini et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

An integrated approach to evaluate suppliers in a sustainable supply chain

Petrudi¹,

Abdi²,

Goh³

2018

10.5267/j.uscm

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The purpose of this paper is to propose an integrated multiple criteria decision making (MCDM) approach to analyze interrelationships among sustainability criteria, weight them, and then evaluate suppliers according to these criteria. Data were collected through interviewing with seven experts who are involved in the procurement department of the case. Interpretive structural modelling (ISM), and pairwise comparison questionnaire are used to elicit the existence, strength of relationships among criteria and then weight them by using Fuzzy (Decision Making Trial and Evaluation Laboratory (FDEMATEL), Fuzzy Preference Programming (FPP), and Analytical Network Process (ANP). Then, Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (FTOPSIS) is employed to evaluate suppliers based on identified and analyzed sustainability criteria. This study provides several implications for practitioners and scholars. First, the results show the efficiency of the proposed approach in practice. Second, respondents state that the proposed approach was very useful in decision making based on interrelationships among criteria, alternatives and policies. Third, findings validate the significant difference in rankings with or without considering interdependencies among criteria.

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CSR codes and the principal-agent problem in supply chains: four case studies

Cited by 132 publications

References 43 publications

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Engaging small firms in sustainable supply chains: responsible sourcing practices in the UK construction industry

An integrated approach to evaluate suppliers in a sustainable supply chain

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