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This article explores the implementation of infrastructure development projects funded by the Recovery Act’s Broadband Technology Opportunities Program (BTOP) in a southeastern state to provide high-quality Internet connectivity in un- or under-served areas to alleviate the conditions contributing to rural areas’ fiscal crises. This context affords a unique opportunity to view fiscal federalism’s operational dynamics in times of economic crisis and explore how various grant administrators in charge of similar federally funded public works projects define fiduciary responsibility. We find that these administrators comprehend “fiduciary responsibility“ narrowly in terms of complying with the accounting and reporting requirements of the federal grant. However, they have a broader and more nuanced understanding of their overall responsibility that includes working on behalf of their respective communities’ interests to meet local and regional needs.

The purpose of this paper is to investigate why developing country suppliers are adopting socially sustainable practices and how the implementation process is both impeded and enabled.

A multi-case study approach is adopted based on four ready made garment (RMG) industry suppliers in Bangladesh and the Bangladeshi buying houses of two large UK retailers. The primary mode of data collection is exploratory face-to-face interviews with 14 senior representatives. Findings are later interpreted using the transaction cost economics (TCE) theory lens.

One factor motivating implementation is labour retention – a skilled labour shortage means employees will migrate to other factories if suppliers do not improve certain social standards. Barriers to implementation include a misalignment between the requirements of western codes of conduct and the cultural and socio-economic context in Bangladesh. Enablers include a shift from auditing and monitoring to more open dialogue and trust between buyers and suppliers. The paper also reveals evidence of mock compliance, e.g. suppliers keeping two sets of timesheets, and of the complexities of social sustainability. For example, while some initiatives are unanimously positive, removing child labour from RMG industry suppliers has simply diverted it to other, less regulated and more hazardous industries such as construction.

An early, exploratory contribution is provided. The work could be extended, e.g. to other stakeholders such as third-party auditors and Non-Governmental Organisations (NGOs).

Being aware of the motivations, barriers and enablers will help multi-national corporations (MNCs) promote good practice and anticipate the challenges they are likely to face in improving the social sustainability of their supply chains. Use of TCE leads to suggesting MNCs need to move beyond immediate suppliers and incorporate tier-two suppliers in implementation efforts.

Social sustainability improvements should benefit vulnerable workers, help suppliers develop longer term relationships with MNCs, and contribute to economic growth.

Most prior studies have been in the context of developed countries and focused on the perspective of the buying firm only.

The research aimed to study the influence of green human resources management practices (GHRMPs) on green supply chain management (GSCM) and environmental performance while examining how those green practices affect environmental performance.

The study investigated 314 cases (responses) from the small and medium-sized enterprises belonging to the service sector from an emergent economy (i.e. Oman). The study model was developed based on the theory of resource-based view and the theory of ability, motivation and opportunity. The structural equation modeling was used for hypotheses testing using SmartPLS 3 software.

Based on the findings, green hiring and green training and innovation have a positive and significant effect on GSCM, while both of them have no effect on environmental performance. Further, green performance management and compensation positively influenced the environmental performance but not GSCM. Furthermore, GSCM significantly and positively influenced environmental performance.

GHRMPs and GSCM can enhance environmental performance. Organizations should consider this interesting finding if they aim to reduce their negative environmental effect, conserve energy, prevent pollution and recycle garbage. Despite the fact that the present environment-friendly culture is still in its infancy, it adds uniqueness to this research by investigating the phenomenon's importance.