Food for Thought: Social Versus Environmental Sustainability Practices and Performance Outcomes

Abstract

Sustainable supply management research generally focuses on environmental practices. We show through an analysis of the food industry that sustainability requires an expanded view to encompass both environmental and social elements. We interviewed and surveyed food and beverage producers in the U.S. Pacific Northwest to both validate expanded sustainability elements in the industry and assess subsequent performance outcomes. A path analysis reveals that food industry managers perceive both direct and mediated impacts of sustainability programs on performance. Specifically, the results indicate that sustainability program effects are limited to the impact of conservation and land management environmental practices on overall environmental performance and human resources practices on quality performance. However, environmental performance improvements lead to improved quality performance, which in turn improves cost performance. The results highlight the complexity of sustainability impacts on performance and suggest that performance benefits from sustainability programs may be difficult to recognize. a These items were measured on a seven-point scale where 15not applicable, 25not considering, 35future consideration, 45assessing suitability, 55planning to implement, 65implementing now, and 75implemented.b These items were measured on a seven-point scale where 15strongly disagree and 75strongly agree.

Piggy in the Middle: How Direct Customer Power Affects First-Tier Suppliers’ Adoption of Socially Responsible Procurement Practices and Performance

“…Indeed, Boyd et al (2007) propose that monitoring damages buyer-supplier relationships due to its inherently adversarial nature and, therefore, impacts performance. However, we disagree, and support Pullman et al (2009) andHollos et al's (2012) finding that there is no direct link between process-based socially responsible procurement practices and performance. This could be due to the external nature of monitoring and management systems, which benefits the company changing its social practices but not the company monitoring these changes or, as Pullman et al (2009) conclude, there may be an indirect link between social programs and performance through increased quality.…”

“…This involves creating products that have a social benefit for the entire supply chain and not only improve the health and safety of consumers and workers but also provide fair wages for workers and fair margins for producers (Hollos et al 2012;Pullman et al 2009). …”

“…Process-based practices, which are focused on monitoring, health and safety, and are a risk management tool for the buyer (Klassen and Vereecke 2012), are considered to negatively impact performance as a short-term cost (Pullman et al 2009). Indeed, Boyd et al (2007) propose that monitoring damages buyer-supplier relationships due to its inherently adversarial nature and, therefore, impacts performance.…”

Environmental Sustainability and Energy-Efficient Supply Chain Management: A Review of Research Trends and Proposed Guidelines

“…Zhu et al [50] provide a survey on the connection between green supply chain practices and their performance, by focusing on the impact they have on the quality of the service provided. Pullman et al [92] explore the connection between GSCM initiatives adopted and their environmental and social impact. Zhu et al [93] propose a survey to numerous companies active in the logistics service providers (LSPs) industry, providing a classification of sustainable initiatives and identifying the most widespread one and the related impact in an analytic way.…”

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

“…The direct impact of CSR practices on firm financial performance can be negative because of the extra costs incurred. However, in the long run, firms begin to realize the financial benefits brought about by CSR practices through the mechanisms such as improved quality performance and enhanced corporate reputation (Pullman, Maloni and Carter, 2009;Hoejmose, Roehrich and Grosvold, 2014). Table 6 presents the papers on CSR.…”