The Relationship Between Sustainable Supply Chain Management, Stakeholder Pressure and Corporate Sustainability Performance

Wolf, Julia

doi:10.1007/s10551-012-1603-0

Cited by 443 publications

(372 citation statements)

References 56 publications

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“…Resource Fluidity: Supply Chain Management, Organisational Design, Organisational Slack Proactive and future-oriented approaches to supply chain management leverage partnerships with suppliers as they work together towards common aims (Jüttner et al 2003;Wolf 2014). Drawing on open-system, input focus and prospective orientation of sustainability, such approaches have increasingly been labelled sustainable supply chain management (SSCM).…”

Section: Theorising Practices and Processes: Corporate Sustainabilitymentioning

confidence: 99%

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

2017

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Corporate sustainability introduces multiple tensions or paradoxes into organisations which defy traditional approaches such as trading-off contrasting options. We examine an alternative approach: to manage corporate sustainability with a paradoxical lens where contradictory elements are managed concurrently. Drawing on paradox theory, we focus on two specific pathways: to the organisation-wide acceptance of paradox and to paradoxical resolution. Introducing the concept of strategic agility, we argue that strategically agile organisations are better placed to navigate these paradox pathways. Strategic agility comprises three organisational meta-capabilities: strategic sensitivity, collective commitment, and resource fluidity. We propose that strategically agile organisations draw on strategic sensitivity and collective commitment to achieve organisation-wide acceptance of paradox, and collective commitment and resource fluidity to achieve paradoxical resolution. For each of these meta-capabilities, we identify three organisational practices and processes specifically related to corporate sustainability that organisations can leverage in pursuit of strategic agility. We offer a conceptual framework depicting the strategic agility metacapabilities, and associated practices and processes, which organisations draw on to successfully manage corporate sustainability with a paradoxical lens.

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Section: Theorising Practices and Processes: Corporate Sustainabilitymentioning

confidence: 99%

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

2017

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“…Although some claim that this investment is difficult to recoup, some studies conclude that there are capability Reuter et al 2010) or corporate sustainability performance advantages (Wolf 2014) to implementing these practices. However, research that tests the link between socially responsible procurement practices and performance finds different outcomes.…”

Section: Socially Responsible Procurement Practices and Performancementioning

confidence: 99%

“…Previous sustainability studies have shown that that the adoption of environmental or socially responsible procurement practices can also be influenced by industry, stakeholder and regulatory pressures (Sarkis et al 2010;Wolf 2014;Zhu and Sarkis 2007). We thus re-estimated the model with a post-hoc modification that included direct paths between industry, stakeholder, and regulatory pressures and market-based and process-based practices, respectively.…”

Section: Test For Attenuation In the Modelmentioning

confidence: 99%

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

et al. 2016

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“…Finally, our findings, together with the implications of Tomer et al [14] and the Starbucks case, furnish a quality-signaling response to the extant controversy of whether firms can coordinate the short-term economic goal with the long-term sustainability goal [48,49]. Take the environmental sustainability as an example.…”

Section: Discussionmentioning

confidence: 57%

Signaling Product Quality Information in Supply Chains via Corporate Social Responsibility Choices

Xiao

et al. 2017

Sustainability

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This study focuses on how an upstream supplier signals the private information of its product quality with corporate social responsibility (CSR) choices to a downstream retailer and uninformed consumers in the final market. We build a signaling model to: capture the strategic interactions among the supplier, the retailer, and the final consumers in the supply chain; characterize completely the set of all separating perfect Bayesian equilibriums (PBEs); and finally, select a unique equilibrium that satisfies the intuitive criterion for exploring some comparative statics. The equilibrium results show that under some technical conditions: (1) a set of moderate levels of CSR conduct signal the upstream supplier's high quality in the sense of separating PBEs; (2) the unique separating PBE satisfying the intuitive criterion is the one with the lowest CSR level that separates a high-quality supplier from a low-quality supplier; (3) the lowest CSR level decreases in the proportion of informed consumers and the low-quality supplier's marginal CSR cost, but is independent of the high-quality supplier's marginal CSR cost; (4) the profits of the high-quality supplier increase in proportion to the number of informed consumers and the low-quality supplier's marginal cost CSR, but decrease in proportion to the high-quality supplier's marginal CSR cost. Managerial insights are also discussed.

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The Relationship Between Sustainable Supply Chain Management, Stakeholder Pressure and Corporate Sustainability Performance

Cited by 443 publications

References 56 publications

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

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

Signaling Product Quality Information in Supply Chains via Corporate Social Responsibility Choices

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