The Business of Modern Slavery:
                        Management and Organizational Perspectives

Phung, Kam; Crane, Andrew

doi:10.4135/9781526436146.n9

Cited by 13 publications

(20 citation statements)

References 46 publications

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“…Employees, for example, are likely to be concerned about appropriating some of the economic profits their human capital helps to create (Morris, Alvarez, Barney, & Molloy, 2017), but may also have interests in personal health (Michel, 2011), work life quality (Lambert, 2000), internal and external pay equity (Buttner & Lowe, 2017), and employment stability (Failla, Melillo, & Reichstein, 2017). Customers generally want to purchase the highest-quality products at the lowest price possible (Gale & Rosenthal, 1994), but may also have concerns about exploiting child labor in developing countries (Eden, 2003), a firm's impact on global climate change (Wright & Nyberg, 2017), modern slavery (Crane, 2013;Phung & Crane, 2018), and rising economic and social inequality (Amis, Mair, & Munir, 2020;Bapuji, Husted, Lu, & Mir, 2018). The communities within which a firm operates will be interested in the employment opportunities and taxes that can be generated by a firm in their midst, but might also be alarmed by environmental pollution (Howard-Grenville, Buckle, Hoskins, & George, 2014), traffic congestion (Verhoef, 2010), and urban sprawl (Nechyba & Walsh, 2004).…”

Section: -Victor Hugo Les Misérablesmentioning

confidence: 99%

From the Editors—Why We Need a Theory of Stakeholder Governance—And Why This is a Hard Problem

Amis

Barney

Mahoney

et al. 2020

AMR

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Section: -Victor Hugo Les Misérablesmentioning

confidence: 99%

From the Editors—Why We Need a Theory of Stakeholder Governance—And Why This is a Hard Problem

Amis

Barney

Mahoney

et al. 2020

AMR

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“…Despite the clear relevance of supply chains to the problem of forced labor, to date, very little research has been conducted on the business of forced labor (Caruana et al, 2020; LeBaron & Crane, 2018; Phung & Crane, 2018). By the business of forced labor, I refer to the rationales, cost and revenue structures, and employment relationships and dynamics that businesses use to perpetrate and make money from forced labor (see: Allain et al, 2013; Crane, 2013; LeBaron, 2018a; LeBaron & Crane, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…In this view, it is individuals rather than organizations, management systems, or supply chain structures that give rise to forced labor. However, there is a small but growing body of research cutting across the social sciences that is beginning to bring the business of forced labor and its role in supply chains into clearer view (Crane, 2013; Gold et al, 2015; LeBaron, 2020; LeBaron & Gore, 2020; New, 2015; Phillips, 2013; Phung & Crane, 2018).…”

Section: Introductionmentioning

confidence: 99%

The Role of Supply Chains in the Global Business of Forced Labour

LeBaron

2021

J Supply Chain Manag

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Supply chains are fundamental to whether decent work flourishes or not. Not only do supply chain dynamics shape employment practices and working conditions, but they also influence business models and capabilities which structure opportunities for decent work. As scholars and policymakers race to strengthen labor standards in supply chains and confront barriers to their effective implementation, management scholars can both benefit from and advance an understanding of the role of supply chains in giving rise to indecent work, especially the business practices commonly described as forced labor and modern slavery. To help realize this potential, this article draws from my research on the business of forced labor to emphasize three points. First, there are clear and discernible patterns with respect to the root causes of forced labor in supply chains. Second, forced labor in supply chains cannot be understood in isolation of broader dynamics of work and employment, since low‐waged workers tend to move in and out of conditions of forced labor in relatively short periods of time. Third, on‐the‐ground studies of the effectiveness of buyer‐centric governance programs reveal serious gaps between corporate social responsibility standards and business practices when it comes to indicators most relevant to forced labor. I conclude with a discussion of future directions in this research agenda and highlight the potential for business scholars to make a contribution.

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“…As Paul Polman, former CEO of Unilever, said in 2018 on the launch of the B-Team's guide for CEOs to eradicate modern slavery, "Modern slavery is unacceptable and it is incumbent upon us, as business leaders, to use our leverage both individually and collectively to do everything we can to eradicate this scourge." 1 Given all the attention, it is hardly surprising that the rise of the term "modern slavery" to describe particular forms of extreme exploitation has prompted growing scholarly interest from within the business and management field Phung & Crane, 2019). While contributions to date have been largely theoretical and primarily focused on supply chain management (SCM; Gold et al, 2015;New, 2015), the literature is beginning to expand and diversify in terms of theory, method, and scope.…”

mentioning

confidence: 99%

“…Given all the attention, it is hardly surprising that the rise of the term “modern slavery” to describe particular forms of extreme exploitation has prompted growing scholarly interest from within the business and management field (LeBaron & Crane, 2019; Phung & Crane, 2019). While contributions to date have been largely theoretical and primarily focused on supply chain management (SCM; Gold et al, 2015; New, 2015), the literature is beginning to expand and diversify in terms of theory, method, and scope.…”

mentioning

confidence: 99%

Modern Slavery in Business: The Sad and Sorry State of a Non-Field

Crane²,

et al. 2020

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“Modern slavery,” a term used to describe severe forms of labor exploitation, is beginning to spark growing interest within business and society research. As a novel phenomenon, it offers potential for innovative theoretical and empirical pathways to a range of business and management research questions. And yet, development into what we might call a “field” of modern slavery research in business and management remains significantly, and disappointingly, underdeveloped. To explore this, we elaborate on the developments to date, the potential drawbacks, and the possible future deviations that might evolve within six subdisciplinary areas of business and management. We also examine the value that nonmanagement disciplines can bring to research on modern slavery and business, examining the connections, critiques, and catalysts evident in research from political science, law, and history. These, we suggest, offer significant potential for building toward a more substantial subfield of research.

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The Business of Modern Slavery: Management and Organizational Perspectives

Cited by 13 publications

References 46 publications

From the Editors—Why We Need a Theory of Stakeholder Governance—And Why This is a Hard Problem

From the Editors—Why We Need a Theory of Stakeholder Governance—And Why This is a Hard Problem

The Role of Supply Chains in the Global Business of Forced Labour

Modern Slavery in Business: The Sad and Sorry State of a Non-Field

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