Social sustainability in the oil and gas industry: institutional pressure and the management of sustainable supply chains

Abstract

This article addresses certain gaps highlighted in the literature relating to the investigation of supplier selection through a theoretical lens, based on contextual factors, institutional pressure, and industrial features. Consequently, this article sheds light on how a government's strategic plans can drive organisations to incorporate elements of social sustainability into their supply chains. A successful case from Oman which demonstrates the social dimension of sustainability in selecting suppliers in the oil and gas sector is presented, along with the government's role and the mechanisms it has applied. A survey of purchasing, procurement and supply chain managers in Oman's major oil and gas organisations was conducted, along with interviews. The results of this research were further analysed through the lens of institutional theory, addressing a genuine research gap. It was found that: (a) coercive governmental pressure is not sufficient to truly develop socially sustainable practices in organisations if the organisations themselves do not show initiative, as this leads to compliant rather than innovative practice; and (b) policy makers need to be aware that coercive pressure alone does not lead to continuous improvement of social sustainability performance, due to the ceiling effect, i.e. organisations meeting only the minimum governmental requirements.

Social Sustainability Empowering the Economic Sustainability in the Global Apparel Supply Chain

“…In this study, we investigated how the social sustainability dimension impacts the economic sustainability dimension. To understand this impact profoundly with the main focus on the social sustainability dimension of supply chains, we divided the social sustainability practices identified by Sudusinghe et al [28] (as mentioned in Table 1) into two aspects from the perspective of a manufacturing firm as "internally influencing social sustainability practices" (ISSP) and "externally influencing social sustainability practices" (ESSP), aligning with the categorization of social sustainability practices of Rentizelas et al [55] and Rebs et al [56]. This categorization is outlined in Tables 1 and 2. • ISSP construct focuses on the practices that majorly create an impact on the human factor (employees and workers) inside the company, such as improving education, working conditions, etc.…”

RETRACTED ARTICLE: Evaluating sustainably resilient supply chains: a stochastic double frontier analytic model considering Netzero

“…In today's highly competitive markets, environmental and social dimensions should be given as equal importance as economic dimension (Jabbour et al, 2020;Shadab et al, 2021). "Based on the concept of sustainability in SCs, organizations should not scarify the quality of living to destroy biological sources and pollute environment and that people should be respected in workplace with respect to their right (Rentizelas et al, 2020)". To benefit from the advantages of SSCs, companies should focus on resources conservation, product innovations, processes optimization, cost saving and productivity increase by addressing the TBL across their SCs (Aslam et al, 2021;Kahi et al, 2017).…”

O impacto da relação vendas-operação sobre o nível de serviço: pesquisa-ação sobre o transporte de carga aérea

“…Os princípios de sustentabilidade precisam estar integrados aos objetivos das empresas para que processos de melhoria contínua passem a fazer parte da cultura da empresa (Rentizelas et al, 2020). A abertura de mercados traz aumento de competitividade e demanda que as empresas busquem atender as expectativas crescentes de clientes por meio de controle de custos, qualidade e tempo de entrega de produtos (Pérez Vergara et al, 2020).…”