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Marshall, Donna
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Marshall, Donna
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Marshall, Donna
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- PublicationExploring the use of governance mechanisms in multi-tier sustainable supply chainsThe extension of purchasing and supply chain management practices to reach upstream suppliers is critical in ensuring supply chain sustainability and requires the implementation of governance mechanisms. In this study, we investigate the mechanisms used by firms to ensure sustainability in multi-tier supply chains and how this use differs between the supply chain tiers. A multiple case study was conducted using semi-structured interview data from 25 companies covering three supply chain tiers. We identified 12 different governance mechanisms, the classification of which we suggest be based on their structure and purpose. While some differences were found regarding the specific practices used by individual firms, the overall findings indicate no major differences in terms of sustainability management efforts between the supply chain tiers. Thus, in contrast to previous studies, we show that lower-tier suppliers are active in the innovation and facilitation of supply chain sustainability. Also, the results confirm that firms often delegate the responsibility of ensuring sustainability to their direct suppliers.
55 - PublicationOld habits die hard: Exploring the effect of supply chain dependency and culture on performance outcomes and relationship satisfactionThis study examines the effect of dependency and culture on relationship performance and satisfaction in an interdependent supply chain. Several studies have empirically tested the relationship between dependence and outcomes but none, to our knowledge, have included the multifaceted construct of organisational culture (OC) as a mediating variable. This study takes a theory-building, longitudinal case-study approach using mixed methods to understand the dynamic between dependence and culture and proposes that interdependence will lead to collaborative OCs over the long term (over five years), and this will positively influence relationship performance and satisfaction. However, our study finds that the rhetoric does not match the reality: interdependence in a supply chain relationship does not necessarily lead to a collaborative culture. It appears that firms use the term 'collaborative' as another term for risk management, are still wedded to transactional mechanisms rather than relational mechanisms and are opportunistic in their behaviour when the opportunity presents itself. We also find that collaborative culture is more apparent at the operational level but missing at the strategic level. When a true collaborative culture is absent, satisfaction and performance decline; when it is present, these increase. We propose that when a culture of true collaboration exists this is more stable over time but when this is missing the culture fluctuates between relational and transactional practices.
782Scopus© Citations 35 - PublicationTribunals of inquiry as instruments of legitimacy: A ritualization perspectiveThis paper is an exploratory qualitative study into how tribunals of inquiry act as instruments of legitimacy and hegemony for the State. Focusing on a case study of two consecutive tribunals of inquiry into the biggest health scandal in the history of the Irish State, the paper draws on ritual theory to offer a view of the tribunal as a process of ritualization, a strategic way of acting by the State in times of crisis. Through this process of ritualization, an authoritative, structured and structuring ritualized environment is created with schemes of ritualization imposed on participants directed toward creating ritualized bodies, hoped-for acceptance of the tribunal’s projection of reality and the re-legitimation of the role of the State in undertaking its core functions.
7 - PublicationSelf-interest or the greater good: How political and rational dynamics influence the outsourcing processPurpose: The purpose of this research is to provide an understanding of the influence of political goals and behaviour on the outsourcing decision process and outcomes. Design/methodology/approach: The research used an exploratory longitudinal case-based approach. Eight outsourcing projects in three telecommunications companies were analysed from the initial decision to the outcome of the case. Findings: We show how political goals and behaviours influence the outsourcing decision process and inductively develop four political goals: personal reputation, attainment, elimination and control. We also identify three dynamic outsourcing paths: the personal reputation path, which leads to successful outcomes; the short-term attain and eliminate path leading to unsuccessful outcomes; and the destabilised path, which leads to mixed outcomes. All of these can be tested in other empirical settings. Research limitations/implications: The implications for outsourcing literature are that political intentions influence the decision process and outcomes. The implications for managers are the ability to identify and manage political goals that influence outsourcing decision process and outcomes. For theorists, we provide an understanding of how political and rational goals and behaviour interact to impact outsourcing outcomes: with political and rational goals and behaviour complementary in some instances. The limitations are that with a small sample the findings are generalisable to theoretical propositions rather than to a population. Originality/value: For the first time, we uncover the political goals that impact the outsourcing decision process and outcomes. We add to the outsourcing literature, transaction cost theory and resource based theory by defining and understanding the political goals that complement these theories.
865Scopus© Citations 21 - PublicationImpact pathways: just transition in fashion operations and supply chain managementPurpose: This impact pathways paper proposes that operations and supply chain management (OSCM) can help to ensure that the transition from a high-carbon to low-carbon fashion industry takes place in a just, inclusive and fair way. By immersion in fashion brands, suppliers and workers' realities across multiple supply chains, the authors identify challenges and issues related to just transitions, whilst proposing research pathways to inspire future OSCM research and collaboration using innovative and creative methods to answer complex questions related to just transition. Design/methodology/approach: The research the authors introduce used a multi-level field research approach to investigate multiple fashion supply chains in transition. Findings: The authors uncovered that in the pursuit of lowering carbon emissions, fast-fashion giants work with industrial associations to create top-down governance tools, leading to severe problems in supply chain data and paradoxical demands. These demands are cascaded onto the workers in these supply chains. The goals and tools dictated by the fashion giants exclude workers, whilst the physiological and psychological effects on the workers are routinely ignored. These issues impede a just transition to a low-carbon fashion industry. Originality/value: The authors introduce concepts largely missing from OSCM literature and ensure representation of the most marginalised group, supply chain workers, in a novel setting in a call for research in this emerging area.
38Scopus© Citations 4 - PublicationImpact of social sustainability orientation and supply chain practices on operational performance(Emerald, 2018-10-24)
; ; ; ; Purpose: Socially sustainable supply chain (SSSC) practices address pressing social issues and may provide operational benefits as well as positive impacts on society. However, due to gaps in the current knowledge, it is difficult to know what practices will provide benefits and what management orientations can maximize the impact of these practices on operational performance. The purpose of this paper is to advance the knowledge on the effect of social sustainability orientation on operational performance by examining the mediating roles of basic and advanced SSSC practices and the moderating role of long-term orientation (LTO). Design/methodology/approach: Data were collected through a survey of US-based companies about their relationships with key suppliers. Confirmatory factor analysis and multiple regression were used to test the proposed moderated mediation model. Findings: Surprisingly, sustainability orientation predicts operational performance through advanced but not basic SSSC practices. Results also indicate that the effect of sustainability orientation on operational performance is significantly moderated by LTO. Research limitations/implications: Results are limited by the US context, the cross-sectional nature of the research, the use of a single-respondent survey instrument and the challenges of measuring LTO. Practical implications: Managers and policymakers should be aware of the limitations of adopting basic SSSC practices on the performance of their operations. Advanced practices provide a more robust business case and significantly and positively impact operational performance. In addition, the interaction of a sustainability orientation and LTO can lead to even greater improvements in firms’ operational performance. Firms with the highest levels of social sustainability and LTOs attain superior operational performance. Originality/value: This study contributes to the growing literature on sustainable supply chain management (SSCM) and extends this literature by focusing on social sustainability practices, identifying specific practices that impact and the orientations that maximize operational performance. The authors contribute to the growing literature on the importance of manager’s temporal orientation and provide nuance to emerging SSCM theory by exposing the interplay of these orientations and the impact of SSSC practice adoption.54Scopus© Citations 124 - Publication‘We’ versus ‘you’: exploring the extent of gendered language in purchasing and supply management job advertisements(Inderscience, 2023-07)
; ; ; ; This paper explores the use of gendered language in purchasing and supply management job advertisements across three English-speaking countries. We use secondary data from a global job advertisement website to analyse the extent to which gendered language is used. We explore if agentic, traditional masculine wording, or communal, traditional feminine wording, is used at different hierarchical levels of advertising for purchasing and supply management jobs. Our findings show that there is no significant evidence of a glass-ceiling effect. However, there may be evidence of a sticky-floor effect due to the communal language used in the assistant buyer and buyer job advertisements, which decreases significantly at higher levels. Agentic language use remained constant across the levels. We also found that certain agentic words are more often featured in senior-level advertisements.2 - PublicationCultural Research in the Production and Operations Management FieldWe summarize and categorize Operations Management (OM) research on two inter-related types of "culture": exogenous, or national culture and endogenous, or organizational culture. OM cultural research is far less than one percent of total OM research. We posit that of that small amount, much of OM cultural research is based on numerical approaches that have questionable validity. Qualitative work is highlighted. In addition to being a guide for research, this article is meant to provide substantive examples for teaching the importance of culture in OM.
24Scopus© Citations 1 - PublicationOpposites attract: organisational culture and supply chain performancePurpose: The aim of this paper is to expand the knowledge of buyer-supplier relationships by investigating the extent to which organisational cultural fit between a buyer and supply chain participants influences performance. Design/methodology/approach: The study was conducted in a FMCG supply chain. A cultural dimensions questionnaire was used in a focal organisation (the buyer) and it identified best and poorest performing supply chain. The results were analysed using a series of ANOVA’s within the respective supply chains. The findings were then triangulated via qualitative methods. Findings: The findings demonstrate that complementarity rather than congruence between the supply chain partners achieved successful performance outcomes. Organisations in the high-performing supply chain had significantly different cultural profiles, reporting significant statistical differences across all six cultural dimensions. Organisations in the low-performing supply chain had almost identical profiles across all six cultural dimensions with significantly lower mean scores across each dimension. Research limitations/implications: The deconstruction of organisational culture into its constituent dimensions in a supply chain provides insights for academics. Propositions are presented which provide a platform for further studies. Future studies could develop these findings by using a larger sample, over a longer period of time, and adding mediating variables that impact supply chain outcomes. Practical implications: Managers should pay attention to cultural evaluation within the supplier selection process as well as finance or strategic evaluations. A shared supply chain culture of norm-based trust and openness may yield better outcomes and reduced conflict and uncertainty throughout the supply chain. Originality/value: This is one of the first papers to deconstruct and measure organisational cultural fit empirically in a supply chain context.
4121Scopus© Citations 105 - PublicationGoing above and beyond: How sustainability culture and entrepreneurial orientation drive social sustainability supply chain practice adoptionPurpose - This paper examines what drives the adoption of different social sustainability supply chain practices. Research has shown certain factors drive the adoption of environmental sustainability practices but few focus on social supply chain practices; delineate which practices are adopted ; or what drives their adoption . We examine the facilitative role of sustainability culture to explain the adoption basic social sustainability supply chain practices, consisting of monitoring and management systems and advanced social sustainability supply chain practices, which are new product and process development and strategic supply chain redefinition. We then explore the role played by a firm’s entrepreneurial orientation in shaping and reinforcing the relationship betwe en sustainability culture and the adoption of social sustainability supply chain practices. Design/methodology/approach - A survey of 156 supply chain managers in multiple industries in Ireland was conducted to test the relationship between the variables. Findings - Our findings show that sustainability culture is positively related to all the practices and entrepreneurial orientation impacts and moderates social sustainability culture only in advanced social sustainability supply chain practice adoption . Research limitations/implications – As with any survey this is a single point in time with a single respondent , is cross - sectional in nature and conducted in one country . Implications for managers include developing and fostering cultur al attributes in the organisation to implement social sustainability supply chain management practices that go beyond monitoring suppliers to behavioural changes in the supply chain with implications beyond the dyad of b uyer and supplier to lower tier suppliers and the community surrounding the supply chain. Originality/value – This is the first time, to the authors’ knowledge , that cultur al and entrepreneurial variables have been tested for social sustainability supply chain practices giving us new insight into how and why social sustainability supply chain practices are adopted. It also applies a strategic choice theory lens to explore variability in the adoption of different sustainable supply chain practice and presents a view of the role of the supply chain managers as active creators and enactors of their environment.
2736Scopus© Citations 221
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