Search results
1 – 10 of over 54000Svetlana Castre-de Chabot, Salomée Ruel, Anicia Jaegler and Stefan Gold
This study conducts a systematic literature review (SLR) on social inclusion within upstream supply chains, targeting a notable literature gap in modern SCM discourse. By delving…
Abstract
Purpose
This study conducts a systematic literature review (SLR) on social inclusion within upstream supply chains, targeting a notable literature gap in modern SCM discourse. By delving into this critical, yet underexamined, domain, this study spotlights the pressing need to incorporate social inclusion practices, particularly as global supply chains face increased scrutiny over their social ramifications. It examines social inclusion’s intricacies, offering practical insights for industry professionals to adopt, so that trustworthy social inclusion practices can proliferate across their upstream supply chains, thereby making a substantial contribution to both theoretical understanding and practical application.
Design/methodology/approach
Employing five search queries across two leading academic databases, this investigation reviewed 86 articles that examined social issues related to social inclusion in the upstream supply chain. Via content analysis, this study aims to answer essential research questions and employs statistical bibliometric analyses to investigate the collected data further.
Findings
This study’s findings establish a definition of social inclusion within the upstream supply chain and present a conceptual framework delineating levers and indicators for evaluating such practices. Through rigorous analysis, it becomes apparent that mechanisms such as supplier compliance, collaboration and development are crucial for promoting social inclusion; however, their importance differs at various levels of suppliers in multi-tiered supply chains. Furthermore, a methodological matrix is introduced for assessing social inclusion practices’ efficacy, equipping practitioners with a roadmap for developing and executing strategies that extend social inclusion efforts throughout the supply chain, as well as emphasising these levers through monitoring, assessment and application of six specified indicators.
Originality/value
This study contributes to the dialogue surrounding upstream supply chain management by spotlighting social inclusion practices, addressing the literature gap in comprehending how social inclusion dynamics operate within upstream supply chains and outlining a distinct direction for forthcoming research. By highlighting the pressing importance of enhancing social inclusion practices, this study not only enriches the theoretical landscape but also lays the groundwork for subsequent empirical studies aimed at deciphering the complexities and practical hurdles associated with the efficient execution of these practices.
Details
Keywords
Laura V. Lerman, Guilherme B. Benitez, Julian M. Müller, Paulo Renato de Sousa and Alejandro Germán Frank
Supply chains are increasingly incorporating social perspectives into their activities. It is often argued that social initiatives in supply chain management (SCM) are a response…
Abstract
Purpose
Supply chains are increasingly incorporating social perspectives into their activities. It is often argued that social initiatives in supply chain management (SCM) are a response to external pressures. However, it is still undetermined whether these initiatives can improve economic performance. Additionally, it is proposed that digital transformation in supply chains, also described as Smart Supply Chain, can support social performance. Therefore, this study aims to analyze the association between digital transformation, social performance in SCM and economic performance.
Design/methodology/approach
The study is based on a survey of 473 companies in Brazil, a country where social needs create high pressures on companies to respond to the country’s challenges. The data collected underwent testing using ordinary least squares regression and bootstrapping techniques to examine the mediation effects between Smart Supply Chain, social performance and economic performance.
Findings
The findings indicate that digital transformation supports social performance. Additionally, adopting social initiatives helps to increase firm performance in the context of an emerging economy, while social initiatives mediate between digital transformation and firm performance.
Originality/value
This paper provides a new perspective on the social side of supply chains by demonstrating the close relationship between digital transformation and social engagement initiatives. It argues that aligning digital transformation strategies and technologies with social performance is crucial for companies to establish stronger connections with stakeholders.
Details
Keywords
Gabriele Zangara and Luigino Filice
This paper focuses on managerial practices in the context of supply chain. It focuses on the innovation of monitoring and control practices and proposes a holistic approach to…
Abstract
Purpose
This paper focuses on managerial practices in the context of supply chain. It focuses on the innovation of monitoring and control practices and proposes a holistic approach to managing social sustainability in the supply chain, extending the point of view beyond the traditional boundaries of individual factories or their immediate suppliers.
Design/methodology/approach
The analysis is based on a systematic review of scientific literature on managerial practices in supply chains, with a specific focus on social sustainability. The primary goal is to identify essential measurement strategies and key indicator factors within this domain.
Findings
Our findings highlight that most of scientific literature focuses on qualitative approaches, though quantitative approaches are also used. Despite the extensive research, an under-investigated area is the use of hybrid models for measuring social sustainability in the supply chain.
Social implications
This framework is designed to identify the main categories of measurement and relative indicators for assessing social sustainability in supply chains.
Originality/value
This research proposes an innovative and integrated framework, leveraging a hybrid approach that addresses the limitations observed in existing management practices. Additionally, it provides directions for future research.
Details
Keywords
Aisha Chohan, Ghulam Hussain and Imran Shafique
This study examines the direct and indirect effects of social capital on supply chain performance via supply chain quality integration (SCQI), which refers to integrating supply…
Abstract
Purpose
This study examines the direct and indirect effects of social capital on supply chain performance via supply chain quality integration (SCQI), which refers to integrating supply chain partners from the perspective of quality management. It also examines the moderating role of environmental uncertainty in the link between social capital and SCQI and determines the conditional indirect effect of social capital on supply chain performance via SCQI.
Design/methodology/approach
Data were collected using a time-lagged research design through a self-administered survey of supply chain professionals in manufacturing firms in Pakistan. Hayes’ PROCESS Macro was used to test the hypotheses.
Findings
The results show a positive relationship between social capital and supply chain performance. SCQI partially mediates the relationship between social capital and supply chain performance. Environmental uncertainty significantly moderates that relationship in such a way that firms that operate under high environmental uncertainty are more likely to use their social capital to develop SCQI than firms that operate under low environmental uncertainty.
Practical implications
The study has practical implications for managers who seek to implement SCQI practices using social capital. Leveraging social capital across the supply chain fosters strong connections and a quality-oriented approach across the supply chain, and improves overall performance. Managers can use the power of social capital to navigate environmental uncertainty.
Originality/value
This study’s originality lies in its drawing on the dynamic capability theory and contingency theory and integrating the dispersed scholarly work on social capital, SCQI, and supply chain performance under the boundary condition of environmental uncertainty.
Details
Keywords
Annachiara Longoni, Davide Luzzini, Madeleine Pullman, Stefan Seuring and Dirk Pieter van Donk
This paper aims to provide a starting point to discuss how social enterprises can drive systemic change in terms of social impact through operations and supply chain management.
Abstract
Purpose
This paper aims to provide a starting point to discuss how social enterprises can drive systemic change in terms of social impact through operations and supply chain management.
Design/methodology/approach
This paper reviews existing literature and the four papers in this special issue and develops a conceptual framework of how social enterprises and their supply chains create social impact and further enable systematic change.
Findings
Our paper finds that social impact and systemic change can be shaped by social enterprises at three different levels of analysis (organization, supply chain and context) and through three enablers (cognitive shift, stakeholder collaboration and scalability). Such dimensions are used to position current literature and to highlight new research directions.
Originality/value
This paper proposes a novel understanding of operations and supply chain management in social enterprises intended as catalysts for systemic change. Based on this premise we distinguish different practices and stakeholders to be considered when studying social impact at different levels. The conceptual framework introduced in the paper provides a new pathway for future research and debate by scholars engaged at the intersection of social impact, sustainable operations and supply chain management.
Details
Keywords
The study explores manufacturers' supply chain social capital (SCSC) (structural social capital and relational social capital) and supply chain performance, respectively, as…
Abstract
Purpose
The study explores manufacturers' supply chain social capital (SCSC) (structural social capital and relational social capital) and supply chain performance, respectively, as drivers and outcome of green supply chain management practices (GSCMPs). Additionally, the study explores the direct relationship between SCSC and supply chain performance of manufacturers.
Design/methodology/approach
The author develops and tests a research model grounded in the resource-based view and the natural resource-based view theory using survey data from 100 manufacturing firms operating in Ghana. The measurement model and hypothesized paths were examined using partial least squares structural equation modeling.
Findings
The findings revealed that relational social capital of manufacturers has a positive and significant relationship with supply chain performance, but structural social capital does not. Additionally, manufacturers' structural social capital and relational social capital were found to have a positive and significant relationship with GSCMPs. Lastly, GSCMPs were found to have a positive and significant relationship with supply chain performance.
Originality/value
The study contributes to the limited literature demonstrating the contribution of intangible relational assets, specifically SCSC, toward GSCMPs implementation.
Details
Keywords
Kelsey M. Taylor and Eugenia Rosca
Previous literature on sustainable supply chain management has largely adopted an instrumental view of stakeholder management and has focused on understanding the effect of…
Abstract
Purpose
Previous literature on sustainable supply chain management has largely adopted an instrumental view of stakeholder management and has focused on understanding the effect of powerful stakeholders who have a more decisive influence on an organization's supply chain decisions. Social enterprises have emerged as organizations that often aim to create impact by integrating marginalized stakeholders into their operations and supply chains. This study examines the trade-offs that social enterprises experience due to their moral stance toward stakeholder engagement, evidenced in their commitment to serving marginalized stakeholders, as well as the responses adopted to these trade-offs.
Design/methodology/approach
The study follows a theory elaboration approach through a multiple case study design. The authors draw on insights from stakeholder theory and use the empirical insights to expand current constructs and relationships in a novel empirical context. Based on an in-depth analysis of primary and secondary qualitative data on ten social enterprises, the authors examine how these organizations integrate marginalized stakeholders into various roles in their operations.
Findings
When integrating marginalized customers, suppliers and employees, social enterprises face affordability, reliability and efficiency trade-offs. Each trade-off represents conflicts between the organization's needs and the needs of marginalized stakeholders. In response to these trade-offs, social enterprises choose to internalize the costs through slack creation or vertical integration or externalize the costs to stakeholders. The ability to externalize is contingent on the growth orientation of the organization and the presence of like-minded B2B (Business-to-Business) customers. These responses reflect whether organizations accept the trade-offs at the expense of one or more stakeholders or if they avoid the trade-offs and find mutually beneficial solutions.
Originality/value
Building on the empirical insights, the authors elaborate on stakeholder theory with a focus on the integration of marginalized stakeholders by emphasizing a moral justification for stakeholder engagement, identifying the nature of the underlying trade-offs which can arise when various stakeholder needs are in conflict and examining the contingencies affecting organizational responses to these trade-offs.
Details
Keywords
Weijie Zhou, Jianhua Zhu and Ce Zhang
This paper aims to introduce corporate social responsibility into the green supply chain and analyse the impact of different decision makers’ decision-making schemes on carbon…
Abstract
Purpose
This paper aims to introduce corporate social responsibility into the green supply chain and analyse the impact of different decision makers’ decision-making schemes on carbon emission reduction in the supply chain.
Design/methodology/approach
This study uses a two-stage low-carbon supply chain composed of a manufacturer and retailer as the research object. It uses the Stackelberg game model to analyse optimal carbon emission reduction and its influence under different decision-making modes.
Findings
Increased consumer green preferences and trust can improve the manufacturing enterprises’ carbon emission reduction rate. The carbon emission reduction rate decreases with increased green innovation costs. When green technology innovation costs remain constant, the greater the market capacity, the higher the carbon emission reduction rate. Market capacity has the most significant impact on the optimal carbon emission reduction rate without considering social responsibility decisions and has the least impact on the optimal carbon emission reduction rate while fully considering the social responsibility decision. To achieve decarbonisation production, the market capacity must be small, and when green innovation costs are high, it is the optimal choice without considering social responsibility. To achieve a higher level of carbon emission reduction, when the market capacity is low and the research and development cost is high or when the market capacity is large, it is the optimal choice.
Originality/value
The results provide scientific policy decisions and management significance for governments and enterprises in low-carbon subsidies and supply chain management. The findings also provide a basis for future theoretical research and enterprise practice.
Details
Keywords
Khakan Najaf, Mohamed Mahjoub M. Dhiaf, Hazem Marashdeh and Osama F. Atayah
Social risk management is vital for growth and business continuity. This study investigates the social risk shift in supply chain management during the Coronavirus Disease 2019…
Abstract
Purpose
Social risk management is vital for growth and business continuity. This study investigates the social risk shift in supply chain management during the Coronavirus Disease 2019 (COVID-19) pandemic.
Design/methodology/approach
Data were retrieved from Bloomberg between 2010 and 2021 regarding all supply chain enterprises from nine countries. The authors undertake a confirmatory examination of formulated hypotheses. Social supply chain risk (SSCR) refers to “firms that took the necessary steps to decrease social risks in their supply chain. Social risks involve the child or forced labor, poor working conditions, lack of a living and fair or minimum wage”. The authors complement the analysis and address the endogeneity issue using the dynamic generalized moments method (GMM).
Findings
A significant positive relationship between COVID-19 and SSCR was discovered in this study. Due to the COVID-19 pandemic, supply chain firms faced supply chain social risk. Notably, SSCR policies differ from one country to another during this period.
Research limitations/implications
The research has some limitations. The sample data are limited to 9 countries. Furthermore, it was somewhat difficult to determine the country-wise difference using COVID-19 as a dummy variable. Future research may adopt qualitative approaches, such as structural or semi-structural interviews.
Practical implications
The results have important implications for supply chain practitioners to consider the critical role of social risk in their operations. COVID-19 has exposed the new political economy and re-centered governments as the key actors in tackling grand challenges to safeguard workers, produce socially useful products and protect their stakeholders. Also, the study highlights the importance of governments and policymakers having a well-structured regulatory framework and environment for firms to comply with the social norms in their supply chain management. Finally, the study's findings should encourage supply chain managers to adopt a proactive mechanism that reduces the social risk impacts of pandemics.
Originality/value
Considering the historical backdrop of the COVID-19 pandemic, this study is unique in measuring the SSCR of enterprises from a worldwide viewpoint.
Details
Keywords
Ishmael Nanaba Acquah, Caleb Amankwaa Kumi, David Asamoah, Benjamin Agyei-Owusu, Mavis Agbodza and Yaw Agyabeng-Mensah
This paper examines the nexus between supply chain social capital (relational social capital and structural social capital), supply chain responsiveness (operations system…
Abstract
Purpose
This paper examines the nexus between supply chain social capital (relational social capital and structural social capital), supply chain responsiveness (operations system responsiveness and supplier network responsiveness) and firm performance. Additionally, the study examines the mediating role of supply chain responsiveness on the relationship between supply chain social capital and firm performance.
Design/methodology/approach
The authors test their hypotheses on a sample of 120 firms operating in Ghana. The measurement model and hypothesized paths were assessed using partial least squares structural equation modelling.
Findings
The findings revealed that structural social capital had a significant direct effect on firm performance, but relational social capital did not. It was also revealed that both relational and structural social capital have significant effects on operations system responsiveness and supplier network responsiveness. Additionally, operations system responsiveness fully mediated the effect of relational social capital on firm performance and partially mediated the effect of structural social capital on firm performance. Supplier network responsiveness, on the other hand, partially mediated the effect of both relational and structural social capital on firm performance.
Originality/value
This study contributes to the limited literature on supply chain social capital by unearthing the mechanisms through which supply chain social capital enhances firm performance. Specifically, the study demonstrates the intervening role of operations system responsiveness and supplier network responsiveness in the supply chain social capital–firm performance link.
Details