The purpose of this paper is to address the implementation of proactive interorganizational sustainable supply chain strategies by empirically exploring the relationship between key (inter‐)organizational resources of the initiating company and the establishment of widely accepted voluntary sustainability initiatives.
The study is built on comparative case studies as well as literature on institutional entrepreneurship and the resource‐based view.
The authors identify capabilities that enable the creation and establishment of company‐driven voluntary sustainability initiatives – namely external stakeholder integration, cross‐functional integration, the management of loosely coupled business units, supply chain implementation, process improvement and cultural framing.
With this study, the authors introduce institutional entrepreneurship theory to supply chain management literature and show that institutional entrepreneurship theory may contribute to the question of how organizations implement their interorganizational sustainable supply chain strategies. Specifically, the study derives propositions for key resources enabling the establishment of voluntary sustainability initiatives widely accepted by participants as well as initiative‐external stakeholders.
Peters, N., Hofstetter, J. and Hoffmann, V. (2011), "Institutional entrepreneurship capabilities for interorganizational sustainable supply chain strategies", International Journal of Logistics Management, The, Vol. 22 No. 1, pp. 52-86. https://doi.org/10.1108/09574091111127552Download as .RIS
Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited