Now showing 1 - 6 of 6
  • Publication
    What's Your Strategy for Supply Chain Disclosure?
    (Sloan Management Review Association, 2016-01) ; ; ;
    We live in an era where many organizations operate highly complex and globalized supply chains. While these supply chains are now required to be lean, agile and sustainable, they are also the focus of growing attention from a variety of external stakeholders seeking information that includes and frequently exceeds what the company is legally obliged to disclose. However, many companies have limited visibility of their supply chain information, have a poor understanding of their capabilities for capturing and reporting this information and have not overtly considered their supply chain information disclosure strategy. In this article we discuss the pressures on companies to disclose supply chain information, the drivers and impediments to supply chain disclosure, and the types of supply chain information typically made available to the public. Finally, we identify the broad disclosure strategies companies can use to release supply chain information and offer managers guidance on designing the optimal disclosure strategy for their company.
      2966
  • Publication
    Environmental and Social Supply Chain Management Sustainability Practices: Construct Development and Measurement
    The purpose of this paper is to conceptualise and operationalise the concept of supply chain management sustainability practices. Based on a multi-stage procedure involving a literature review, expert Q-sort and pre-test process, pilot test, and survey of 156 supply chain directors and managers in Ireland, we develop a multidimensional conceptualisation and measure of social and environmental supply chain management sustainability practices. The research findings show theoretically-sound constructs based on four underlying sustainable supply chain management practices: monitoring, implementing systems, new product and process development and strategy redefinition. A two-factor model is then identified as the most reliable: comprising process-based and market-based practices.
      4076
  • Publication
    Piggy in the Middle: How Direct Customer Power Impacts First-tier Supplier Socially Responsible Procurement Practices and Performance
    Companies are faced with a choice of which type of power to use in their efforts to persuade their first-tier suppliers to adopt socially responsible procurement practices with key second-tier suppliers. However, we know little about how first-tier suppliers will react to different types of power and which are most effective in encouraging the adoption of socially responsible procurement practices. We are also ignorant of the impact of these practices on first-tier suppliers' performance. This paper uses bases of power theory to examine the impact of buyer companies' power usage (non-mediated and mediated) on first-tier suppliers’ adoption of socially responsible procurement practices (process-based and market-based) with their own (second-tier) suppliers. We surveyed managers responsible for sustainable supply chain management in 156 firms and analyzed the results using structural equation modeling. Our findings show that non-mediated power use (expert and referent) influences the adoption of process-based and market-based practices, while mediated power use (coercion, legitimacy and reward) has no significant impact on the adoption of either type of practice. Additionally, we find that the adoption of market-based socially responsible procurement practices leads to enhanced performance for first-tier suppliers who adopt these practices with their second-tier suppliers.
      549Scopus© Citations 70
  • Publication
    Going above and beyond: How sustainability culture and entrepreneurial orientation drive social sustainability supply chain practice adoption
    Purpose - 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.
      2788Scopus© Citations 227
  • Publication
    Tribunals of inquiry as instruments of legitimacy: A ritualization perspective
    (SAGE Publications, 2023-01-05) ;
    This 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.
      12
  • Publication
    Tools and Technologies of Transparency in Sustainable Global Supply Chains
    This article explores the role that technology plays in creating and fostering transparency in global supply chains. Transparency is deemed vital in the creation of sustainable and resilient supply chains and overall effective corporate governance. There are two distinct orientations toward the use of technology by multinational corporations (MNCs) in creating sustainability transparency within their global supply chains: control and relational. A control orientation views technology as a tool to gather the ever-increasing levels of sustainability data on supplier practices in an efficient, secure, and progressively automated manner. A relational orientation adopts a view where technology is a tool to help build social relations and improve dialogue and collaboration on sustainability throughout the supply chain. A key difference in the two orientations lies in the mindset of the MNC manager toward the development of supply chain sustainability transparency. The article illustrates the effective application of both approaches and offers advice to managers on the design choices they need to consider in choosing technologies.
      29Scopus© Citations 24