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1 – 10 of 35Minelle E. Silva, Michele M.O. Pereira and Linda Caroline Hendry
This article investigates how micro-foundations of sustainability can build supply chain resilience (SCRes). Specifically, by defining supply chains as social-ecological systems…
Abstract
Purpose
This article investigates how micro-foundations of sustainability can build supply chain resilience (SCRes). Specifically, by defining supply chains as social-ecological systems, this article explores how sustainability as a supplier capability leads to the transformative development of SCRes capabilities.
Design/methodology/approach
Longitudinal multi-case studies were developed over the first year of the COVID-19 outbreak. A total of 52 interviews were conducted with managers and employees of 12 global supplier firms as well as associated local cooperative and consultancy managers. Secondary data were also used for triangulation. An inductive approach was used for data analysis to elaborate theory through a metaphor.
Findings
Nine micro-foundations of sustainability were identified and categorised using the dynamic capabilities steps: sensing, seizing and reconfiguring. They were found to move together with the preparing, responding and transforming steps of SCRes, respectively, and thus to perform as dance partners using our dance performance metaphor. Moreover, ten supplier cases were found to be adopting a transformative social-ecological perspective as they performed all key stages of our dance performance metaphor. The transformations all resulted from either institutional or social sustainability, and the associated micro-foundations generated six main SCRes capabilities, most commonly linking visibility and organisation with institutional and social sustainability respectively.
Practical implications
A deeper understanding of sustainability micro-foundations is provided for supply chain managers to enhance the development of SCRes strategies in preparation for future sustainability-related crises.
Originality/value
Unlike previous research, this article explores an intertwined understanding of SCRes and sustainability during a crisis. Through the micro-foundations of sustainability we explain how sustainability capability builds transformative SCRes using a supplier perspective.
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Meng Jia, Linda Caroline Hendry and Mark Stevenson
To study the learning processes and mechanisms involved in sustainability-oriented supplier development (SSD), including how knowledge is transmitted by the buyer and how it is…
Abstract
Purpose
To study the learning processes and mechanisms involved in sustainability-oriented supplier development (SSD), including how knowledge is transmitted by the buyer and how it is received, understood and internalised by the supplier.
Design/methodology/approach
An exploratory longitudinal multi-case study approach is adopted. The research context is a social SSD project focusing on occupational health and safety (OHS) management at four supplier factories. The paper draws on the constructs of absorptive capacity and boundary objects.
Findings
The development of a supplier's absorptive capacity for OHS management is triggered by the transfer of boundary objects that are created by the buyer. Findings suggest that each supplier starts explorative learning in a similar and passive way in order to accept the knowledge, but then each supplier proactively transforms and exploits the knowledge through continuous sensing, seizing, and reconfiguring loops that develop the boundary objects in a way that fits their own needs and contexts, incorporating the objects into organisational structures and routines.
Research limitations/implications
The research furthers the understanding of the development of supplier absorptive capacity for sustainability via SSD projects, including how it is triggered and sustained. The impact of ostensive and performative aspects of boundary objects on knowledge transfer is presented. Finally, insight is provided into how absorptive capacity and dynamic capabilities are linked in the context of SSD.
Practical implications
Buying firms should seek to develop boundary objects that can trigger and maintain learning momentum for sustainability at supplier organisations in addition to effectively transferring SSD-related sustainability knowledge. There is also a need to allow for sufficient flexibility in the design of the boundary objects, and to pay sufficient attention to how suppliers contextualise and embed them into their own organisations, providing support for this process where necessary. For the supplier, establishing structures and routines for OHS management can help to prepare for future audits, thereby reducing audit fatigue.
Originality/value
The paper contributes to the supply chain learning literature by exploring the development of supplier absorptive capacity for sustainability triggered by the focal buying firm. It sheds new light on the role of boundary objects for facilitating knowledge transfer and learning between supply chain members in the context of SSD projects.
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Linda Caroline Hendry, Mark Stevenson, Jill MacBryde, Peter Ball, Maysara Sayed and Lingxuan Liu
The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building…
Abstract
Purpose
The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience.
Design/methodology/approach
Multiple case study analysis of 14 firms in the food sector is presented in the context of the UK’s impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages.
Findings
The data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different.
Research limitations/implications
The study could be extended to include post-Brexit interviews to further understand the seizing and transforming stages whilst the impact of Brexit on actors that remain within the EU could also be considered.
Practical implications
Practitioners need to work together to influence the future shape of the constitution; and they need to reconfigure their operations and supply chains where necessary to become more resilient to the threat posed by Brexit, such as by reducing their reliance on EU funding streams and trade. The study also has policy implications.
Originality/value
The first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.
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Michele Morais Oliveira Pereira, Minelle E. Silva and Linda C. Hendry
This paper aims to investigate the impact of the COVID-19 pandemic on supply chain (SC) sustainability learning. In particular, it focuses on the learning associated with changes…
Abstract
Purpose
This paper aims to investigate the impact of the COVID-19 pandemic on supply chain (SC) sustainability learning. In particular, it focuses on the learning associated with changes in the sustainability initiatives of emerging economy suppliers.
Design/methodology/approach
Through studying three scenarios (pre-outbreak, buyer-centred peak and supplier-centred peak) over a nine-month period, a multi-case study strategy was used to gain an understanding of the learning of export-oriented Brazilian coffee producers, using both exploitation and exploration capabilities. Content analysis was developed after each data collection phase to investigate how sustainability initiatives had changed.
Findings
Social sustainability was observed to be the main priority by suppliers facing this unprecedented outbreak, in ways that go beyond expected sustainability certification requirements. For instance, there was evidence of outstanding contributions to the local community. Suppliers initially developed their sustainability initiatives during the outbreak without any support from global buyers, certification bodies or government. In spite of this, stronger relationships with buyers ultimately emerged facilitating greater SC sustainability. Consequently, by using both exploitation and exploration learning capabilities, multiple levels of learning were observed (i.e. individual, organisational and SC) as related to planning, new procedures and social awareness.
Practical implications
A greater awareness of supplier learning processes will aid buyers in developing recovery plans that are appropriate for their global SC partners.
Originality/value
This paper provides an understanding of how emerging economy suppliers of global SCs are coping with this unprecedented outbreak in regard to sustainability management. Moving the spotlight from buyers to suppliers, the research demonstrates that supplier learning is central to global SC sustainability.
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Amy V. Benstead, Linda C. Hendry and Mark Stevenson
The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable…
Abstract
Purpose
The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage.
Design/methodology/approach
Action research has been conducted in the textiles and fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A non-government organisation and a trade body have also participated.
Findings
Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet, limits to horizontal collaboration also exist.
Research limitations/implications
The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries.
Practical implications
Successful horizontal collaborative relationships rely on actors having a similar mindset and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation.
Social implications
Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers.
Originality/value
Prior literature has focussed on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.
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Meng Jia, Mark Stevenson and Linda Caroline Hendry
This study aims to study how first-tier suppliers (FTs) operate as boundary-spanners between the focal firm and second-tier suppliers (STs) in extending sustainability-oriented…
Abstract
Purpose
This study aims to study how first-tier suppliers (FTs) operate as boundary-spanners between the focal firm and second-tier suppliers (STs) in extending sustainability-oriented supplier development (SSD) initiatives up the supply chain.
Design/methodology/approach
An exploratory multi-case study approach in the apparel industry is adopted, comprised of four cases focused on occupational health and safety issues. The paper uses primary semi-structured interviews and observation data and secondary documents, and it is informed by the boundary-spanning and social capital theory.
Findings
The influence of downstream social capital on the upstream boundary-spanning actions of FTs is highlighted. More specifically, it is found that the cognitive and relational capital that exists in the downstream relationship between an FT and the focal firm affects whether the FT adopts compliance- or improvement-oriented boundary-spanning actions in their upstream relationships with STs. Particularly important aspects of cognitive and relational capital are highlighted while the phenomenon of FTs adding their own personal interpretation to sustainability requirements when fulfilling their boundary-spanning role is identified.
Research limitations/implications
A distinction is made between compliance- and improvement-oriented boundary-spanning actions. A deeper insight into the boundary-spanning role of FTs in extending SSD initiatives up the supply chain to STs is provided along with a deeper understanding of how this role is impacted by social capital.
Practical implications
Focal firms should seek to build adequate cognitive and relational capital with their FTs before deploying SSD initiatives to extend their reach further upstream in the supply chain. In doing so, it is also important to be cognisant of the social capital that exists between FTs and STs.
Originality/value
The paper contributes to the SSD literature by going beyond the buyer–FT dyad to examine the FT's boundary-spanning role in the wider buyer–FT–ST chain relationship. The study theoretically and empirically draws out the importance of relation-specific assets through the social capital lens.
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Maysara Sayed, Linda C. Hendry and Marta Zorzini Bell
The purpose of this study is to empirically investigate the impact of institutional pressures, institutional logics and institutional complexity on Sustainable Supply Chain…
Abstract
Purpose
The purpose of this study is to empirically investigate the impact of institutional pressures, institutional logics and institutional complexity on Sustainable Supply Chain Management (SSCM) practices across mixed public and private sector supply chains.
Design/methodology/approach
Multi-case study data were collected from three tiers of food and catering supply chains: the customer/consumer tier; focal public sector UK Universities; and private sector suppliers/contractors.
Findings
The findings indicate that: normative and mimetic pressures are more prevalent in focal Universities, compared to suppliers; there is typically no single dominant logic across these supply chains; and the multiplicity of institutional logics (e.g. sustainability logic versus financial logic) increases institutional complexity. Therefore, in the typical case of homogeneity in terms of institutional pressures and logics, e.g. with a dominant sustainability logic throughout the supply chain, radical change in SSCM practices is facilitated. In contrast, in the more typical case when there is heterogeneity, with competing logics at different supply chain tiers, this limits SSCM to more incremental changes in practices.
Research limitations/implications
This study is limited to three tiers of the food and catering supply chains of UK Universities.
Practical implications
To aid in the successful implementation of SSCM, this study suggests a need for managers to develop an initial understanding of the prevailing institutional logics and pressures at different tiers of the supply chain.
Social implications
A number of the SSCM practices studied address social sustainability.
Originality/value
No previous studies have empirically investigated the impact of institutional complexity in the context of SSCM practices across supply chains, involving both mixed public and private sector organisations.
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Elliot Simangunsong, Linda C. Hendry and Mark Stevenson
The purpose of this paper is to empirically investigate effective management strategies for 14 sources of supply chain uncertainty, with a particular emphasis on uncertainties or…
Abstract
Purpose
The purpose of this paper is to empirically investigate effective management strategies for 14 sources of supply chain uncertainty, with a particular emphasis on uncertainties or strategies that involve ethical issues.
Design/methodology/approach
Manufacturing strategy theory, underpinned by alignment and contingency theory, is used as the theoretical foundation. Multi-case study data are collected from 12 companies in the Indonesian food industry, including four focal manufacturers, four first-tier suppliers, and four first-tier customers (retailers).
Findings
Within the context of appropriately aligned management strategies to address 14 sources of uncertainty, three ethical issues are empirically identified: first, collusion amongst suppliers to ration supplies and increase prices; second, unethical influences on government policy; and third, “abuse” of power by large retailers at the expense of smaller competitors. Joint purchasing is argued to be a key strategy for combatting the first of these ethical issues.
Research limitations/implications
The study is limited to the Indonesian food industry, and so further research is needed in other cultures/contexts.
Practical implications
Management strategies that aim to reduce an uncertainty at its source lead to better overall supply chain performance than strategies that merely cope with uncertainty, which only have an impact on firm-level performance.
Social implications
The ethical issues identified have implications for fair negotiations between customers and suppliers.
Originality/value
This study is unique in its in-depth case study-based empirical investigation of the management of multiple supply chain uncertainties; and in its discussion of ethical issues in this context.
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Michele Morais O. Pereira, Linda C. Hendry, Minelle E. Silva, Marilia Bonzanini Bossle and Luiz Marcelo Antonialli
This paper aims to investigate how the extant literature on sustainable supply chain management (SSCM) empirically explores the perspective of emerging economy suppliers operating…
Abstract
Purpose
This paper aims to investigate how the extant literature on sustainable supply chain management (SSCM) empirically explores the perspective of emerging economy suppliers operating in global supply chains (GSCs). It thereby explains the role of emerging economy suppliers in determining the success of SSCM.
Design/methodology/approach
A systematic literature review of 41 empirical papers (published between 2007 and 2021) was conducted, involving both descriptive and thematic analyses.
Findings
The findings demonstrate that emerging economy suppliers have a key role in SSCM, given their use of positive feedback loops to proactively create remedies to surpass barriers using their collaboration mechanisms, and exploit authentic sustainability outcomes as reinforcements to drive further sustainability initiatives. The authors also demonstrate that suppliers are particularly focused on the cultural and institutional dimensions of sustainability. Finally, the authors provide an explanatory analytical framework to reduce the institutional distance between buyers and their global suppliers.
Research limitations/implications
This review identifies avenues for future research on the role of emerging economy suppliers in SSCM.
Practical implications
Recognising remedies to surpass barriers and reinforcements to drive new actions can aid SSCM in GSCs and improve understanding between buyers and suppliers.
Social implications
The valorisation of cultural and institutional issues can lead to more responsible supplier interactions and improved sustainability outcomes in emerging economies.
Originality/value
This review only analyses the viewpoint of emerging economy suppliers, whereas prior SSCM reviews have focused on the buyer perspective. Thus, the authors reduce supplier invisibility and institutional distance between GSC participants.
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Linda Hendry, Yuan Huang and Mark Stevenson
The purpose of this paper is to present a successful implementation of a comprehensive workload control (WLC) concept; and to describe the associated implementation process.
Abstract
Purpose
The purpose of this paper is to present a successful implementation of a comprehensive workload control (WLC) concept; and to describe the associated implementation process.
Design/methodology/approach
Longitudinal action research using a contingency‐based approach to ensure alignment between the case company and the characteristics of the WLC approach; and the resulting expected improvements in performance. A set of 17 issues and responses from the literature is used as a checklist for implementing WLC.
Findings
Performance improvements include: reduced lead times; significant improvement in lateness and tardiness; reduced costs; improved internal and external co‐ordination; and higher quality. The relevance of 15 of the 17 implementation issues is confirmed along with the same response as in previous research for ten issues and an improved response for five issues. In addition, three new issues are identified and addressed.
Research limitations/implications
Dependability was a more important competitive priority in this company than speed; and, therefore, the ability of WLC to reduce lead times was not fully assessed.
Practical implications
The importance of a contingency‐based approach to production planning and control is confirmed. Comprehensive WLC approaches are closely aligned with the high‐variety/low‐volume context of make‐to‐order (MTO) companies.
Originality/value
This is the first paper that empirically demonstrates performance improvements resulting from WLC alongside a detailed discussion of the implementation process. Few examples of successful implementations have been published previously, and these tend to treat the implementation process as a “black box”. Where more detail on the implementation process has been given in previous studies, evidence of effectiveness in practice was not provided.
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