Suppliers as Stewards? Managing Social Standards in First- and Second-Tier Suppliers

Aßländer, Michael S.; Roloff, Julia; Nayır, Dilek Zamantılı

doi:10.1007/s10551-016-3148-0

Cited by 40 publications

(38 citation statements)

References 64 publications

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“…Another stream of research on multi-tier SSCM discusses the proactive sustainable projects implemented in multi-tier supply chains (Plambeck and Dened, 2011;Lee et al, 2014;Plambeck et al, 2012;Grimm et al, 2014;Ablander et al, 2016). Among these, Plambeck and colleagues conduct a series of studies on Walmart, which implemented proactive sustainable initiatives together with third parties (e.g., NGOs) and cover its multiple levels of supply chain members.…”

Section: Multi-tier Sscmmentioning

confidence: 99%

Supply chain learning of sustainability in multi-tier supply chains

Gong

Jia

Brown

et al. 2018

IJOPM

202

247

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The aim of the paper is to explore how multinational corporations (MNCs) orchestrate internal and external resources to help their multi-tier supply chains learn sustainability related knowledge. Design/methodology/approach-An exploratory multiple case study approach was adopted and three MNCs' sustainable initiatives in China were examined. The data were primarily collected through 43 semi-structured interviews with managers of focal companies and their multi-tier suppliers. Findings-We found that in order to facilitate their supply chains to learn sustainability, MNCs tend to orchestrate in breadth by internally setting up new functional departments and externally working with third parties; and orchestrate in depth working directly with their extreme upstream suppliers adopting varied governance mechanisms on lower-tier suppliers along the project lifecycle. The resource orchestration in breadth and depth and along the project lifecycle results in changes of supply chain structure. Practical implication-The proposed conceptual model provides an overall framework for companies to design and implement their multi-tier sustainable initiatives. Companies could learn from our suggested learning stages and the best practices of case companies. Originality/value-We extend and enrich Resource Orchestration Perspective (ROP), which is internally focused, to a supply chain level; and answer a theoretical question of how MNCs orchestrate their internal and external resources to help their supply chains to learn sustainability. Our extension of ROP refutes the resource dependence theory, which adopts a passive approach of relying on external suppliers and proposes that MNCs should proactively work with internal and external stakeholders to learn sustainability.

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Section: Multi-tier Sscmmentioning

confidence: 99%

Supply chain learning of sustainability in multi-tier supply chains

Gong

Jia

Brown

et al. 2018

IJOPM

202

247

View full text Add to dashboard Cite

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“…This theory postulates that the interests of principals (in this case, shareholders or owners) and agents (in this case, managers who make decisions about CSR) are conflicting and opposed (Amran et al 2007;Wang and Coffey 1992). This is based on a negative image of human behavior by assuming that, in relationships, the actors involved only seek to maximize their usefulness and are willing to deceive the other party in order to achieve their own goals (Aßländer et al 2016). Agency costs, which would be all those costs incurred by the company in order to align the interests of the agent and the principal (Jensen and Meckling 1976), are defined as the sum of supervision or control costs on the part of the principal, guarantee costs, and residual loss.…”

Section: The Theoretical Framework Of Corporate Social Responsibilitymentioning

confidence: 99%

Where Does CSR Come from and Where Does It Go? A Review of the State of the Art

Rodríguez-Gómez

Arco-Castro

Pérez

et al. 2020

Administrative Sciences

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It can be said that business ethics are integrated into companies through Corporate Social Responsibility (CSR), which cannot be defined in a single way, nor has its concept remained unchanged since its appearance in the business world. The contributions made in the field of research have been evolving towards models and theories that are more in line with principles that consider a plurality of stakeholders, from utilitarian or shareholder-centered approaches to others that are more integrative; the consideration of the demands and requirements of stakeholders, and the institutional drive through the establishment of regulatory frameworks aimed at providing conceptual frameworks of reference and indicators that make it possible to manage and make decisions taking into account the ethical dimension of problems or conflicts, are decisive. In this area, the objectives of sustainable development as part of Agenda 2030 are particularly relevant and are providing a boost to innovations aimed at improving the environment and the rational use of resources. This paper attempts to gather the main conceptual contributions on the situation and evolution of CSR, providing insights regarding future CSR studies, its objectives, and goals which, together with the interests and positions of the stakeholders from different perspectives, raises the possibility of analyzing CSR from different points of view, giving rise to different theories that try to serve as a framework for the study of CSR.

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“…CSR engagement is presented as bringing advantages in dealing with buyers and reducing suppliers' power asymmetry (Hoejmose et al 2013). By actively engaging in CSR, suppliers are more likely to nurture buyer trust, strengthening the relationship (Aßländer et al 2016;Pagell and Wu 2009). Roberts (2003), for instance, postulates that apparel suppliers can exploit CSR engagement as a vehicle to glean buyer approval.…”

Section: Drivers Of Supplier Csr Engagement In Gvcsmentioning

confidence: 99%

Non Sibi, Sed Omnibus: Influence of Supplier Collective Behaviour on Corporate Social Responsibility in the Bangladeshi Apparel Supply Chain

Fontana

Egels‐Zandén

2018

J Bus Ethics

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Local supplier corporate social responsibility (CSR) in developing countries represents a powerful tool to improve labour conditions. This paper pursues an inter-organizational network approach to the global value chain (GVC) literature to understand the influence of suppliers' collective behaviour on their CSR engagement. This exploratory study of 30 export-oriented and first-tier apparel suppliers in Bangladesh, a developing country, makes three relevant contributions to GVC scholarship. First, we show that suppliers are interlinked in a horizontal network that restricts unilateral CSR engagement. This is justified in that unilateral CSR engagement is a source of heterogeneity in labour practices; consequently, it triggers worker unrest. Second, we present and discuss an exploratory framework based on four scenarios of how suppliers currently engage in CSR given their network's pressure toward collective behaviour: unofficial CSR engagement, geographic isolation, size and competitive differentiation, and external pressure. Finally, we show the need to spread CSR homogeneously among suppliers and to reconceptualize the meaning of CSR in developing countries, encouraging more scrutiny toward horizontal dynamics.

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Suppliers as Stewards? Managing Social Standards in First- and Second-Tier Suppliers

Cited by 40 publications

References 64 publications

Supply chain learning of sustainability in multi-tier supply chains

Supply chain learning of sustainability in multi-tier supply chains

Where Does CSR Come from and Where Does It Go? A Review of the State of the Art

Non Sibi, Sed Omnibus: Influence of Supplier Collective Behaviour on Corporate Social Responsibility in the Bangladeshi Apparel Supply Chain

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