Advertisement

Journal of Business Ethics

, Volume 154, Issue 3, pp 849–868 | Cite as

The Influence of Network Exchange Brokers on Sustainable Initiatives in Organizational Networks

  • Lance W. SaundersEmail author
  • Wendy L. Tate
  • George A. Zsidisin
  • Joe Miemczyk
Original Paper
  • 300 Downloads

Abstract

Ethical sourcing and socially responsible purchasing is increasingly on the business agenda, but developing and implementing policy and practice across a global network of suppliers is challenging. The purpose of this paper is to expand theory on the nature of linkages between firms in a social network, specifically postulating how ties between organizations can be configured to facilitate development, diffusion, and adoption of sustainability initiatives. The theory development provides a lens with which to view the influence of a firm’s structural embeddedness in its organizational social network on developing, diffusing and adopting sustainability initiatives. The focus is on brokers who in various structural alignments help bridge the focal firm’s sustainability initiatives with distant or disconnected stakeholders the focal firm is trying to reach. The brokers help the focal firm engage these stakeholders by sharing knowledge and information regarding sustainability initiatives and by incorporating localized needs into the development of the initiatives to facilitate better diffusion and adoption. The theoretical contribution of this manuscript is a novel perspective on sustainability in organizational networks. This perspective allows for greater explanatory power regarding how organizations can achieve sustainable outcomes that meet a broad base of stakeholder needs and better facilitate sustainability initiatives across a diverse and expansive network.

Keywords

Sustainable networks Sustainable supply networks Corporate social responsibility Social networks Structural embeddedness Network brokerage theory 

Notes

Acknowledgements

The authors would like to thank the Global Education Office of Virginia Commonwealth University for their generous support, and Mr. David Berdish for sharing his extensive experience with us in sustainable supply chain management practice.

Compliance with Ethical Standards

Conflict of interest

All authors declare that they have no conflict of interest.

Ethical Approval

This article does not contain any studies with human participants or animals performed by any of the authors.

References

  1. AIAG—Automotive Industry Action Group. (2012). Corporate responsibility overview. Retrieved August 25, 2016 from https://www.aiag.org/docs/default-source/default-document-library/corporate-responsibility-overview176e2d3c35936d389999ff000056dc99.pdf?sfvrsn=0.
  2. AIAG—Automotive Industry Action Group. (2016). Automotive industry guiding principles to enhance sustainability performance in the supply chain. Retrieved August 25, 2016 from http://www.aiag.org/docs/default-source/corporate-responsibility/social/corporateresponsibilityguidancestatements.pdf?sfvrsn=0.
  3. Amaeshi, K. M., Osuji, O. K., & Nnodim, P. (2008). Corporate social responsibility in supply chains of global brands: A boundaryless responsibility? Clarifications, exceptions and implications. Journal of Business Ethics, 81(1), 223–234.Google Scholar
  4. Apple Inc. (2015). Apple supplier responsibility 2015 progress report. http://images.apple.com/supplier-responsibility/pdf/Apple_Progress_Report_2015.pdf.
  5. Autry, C. W., & Griffis, S. E. (2008). Supply chain capital: The impact of structural and relational linkages on firm execution and innovation. Journal of Business Logistics, 29(1), 157–173.Google Scholar
  6. Awaysheh, A., & Klassen, R. D. (2010). The impact of supply chain structure on the use of supplier socially responsible practices. International Journal of Operations & Production Management, 30(12), 1246–1268.Google Scholar
  7. Ayuso, S., Rodriguez, M. A., & Ricart, J. E. (2006). Responsible competitiveness at the “micro” level of the firm: Using stakeholder dialogue as a source for new ideas: A dynamic capability underlying sustainable innovation. Corporate Governance, 6(4), 475–490.Google Scholar
  8. Balkundi, P., & Harrison, D. A. (2006). Ties, leaders, and time in teams: Strong inference about network structure’s effects on team viability and performance. Academy of Management Journal, 49(1), 49–68.Google Scholar
  9. Bansal, P. (2005). Evolving sustainably: A longitudinal study of corporate sustainable development. Strategic Management Journal, 26(3), 197–218.Google Scholar
  10. Beckman, T., Colwell, A., & Cunningham, P. H. (2009). The emergence of corporate social responsibility in Chile: The importance of authenticity and social networks. Journal of Business Ethics, 86(2), 191–206.Google Scholar
  11. Belso-Martínez, J. A., Molina-Morales, F. X., & Martínez-Cháfer, L. (2015). Contributions of brokerage roles to firms’ innovation in a confectionery cluster. Technology Analysis & Strategic Management, 27(9), 1–17.Google Scholar
  12. Borgatti, S. P., & Li, X. (2009). On social network analysis in a supply chain context. Journal of Supply Chain Management, 45(2), 5–22.Google Scholar
  13. Brass, D. J., Galaskiewicz, J., Greve, H. R., & Tsai, W. (2004). Taking stock of networks and organizations: A multilevel perspective. Academy of Management Journal, 47(6), 795–817.Google Scholar
  14. Burt, R. S. (1992). Structural holes: The social structure of competition. Cambridge: Harvard University Press.Google Scholar
  15. Burt, R. S. (2001). Structural holes versus network closure as social capital (pp. 31–56). Social capital: Theory and research.Google Scholar
  16. Burt, R. S. (2002). The social capital of structural holes. In M. Guillen, R. Collins, P. England, & M. Meyer (Eds.), New directions in economic sociology (pp. 148–192). New York: Russell Sage Foundation.Google Scholar
  17. Business Call to Action. (2010). SABMiller: Improving local production of barley in India. http://www.businesscalltoaction.org/wp-content/files_mf/bctasabmillercasestudyforweb48.pdf.
  18. Carpenter, M. A., Li, M., & Jiang, H. (2012). Social network research in organizational contexts: A systematic review of methodological issues and choices. Journal of Management, 38(4), 1328–1361.Google Scholar
  19. Carter, C. R., & Rogers, D. S. (2008). A framework of sustainable supply chain management: Moving toward new theory. International Journal of Physical Distribution & Logistics Management, 38(5), 360–387.Google Scholar
  20. Chen, L. C., & Yi, L. X. (2016). Post-IPOP: How Indonesia can lead in palm oil sustainability. The Jakarta Post. http://www.thejakartapost.com/news/2016/07/23/post-ipop-how-indonesia-can-lead-palm-oil-sustainability.html.
  21. Chilkoti, A. (2014). Water shortage shuts Coca-Cola plant in India. Financial Times. http://www.ft.com/cms/s/0/16d888d4-f790-11e3-b2cf-00144feabdc0.html#axzz4HcKn0Hcw.
  22. Choi, T. Y., & Kim, Y. (2008). Structural embeddedness and supplier management: A network perspective. Journal of Supply Chain Management, 44(4), 5–13.Google Scholar
  23. Choi, T. Y., & Wu, Z. (2009). Taking the leap from dyads to triads: Buyer–supplier relationships in supply networks. Journal of Purchasing and Supply Management, 15(4), 263–266.Google Scholar
  24. Clark, W. C., Tomich, T. P., van Noordwijk, M., Guston, D., Catacutan, D., Dickson, N. M., et al. (2011). Boundary work for sustainable development: Natural resource management at the Consultative Group on International Agricultural Research (CGIAR). Proceedings of the National Academy of Sciences, 113(17), 4615–4622.Google Scholar
  25. Da Costa, A. B. (2016). New palm oil council would drop “no deforestation” pledge—Indonesia. Reuters. http://www.reuters.com/article/indonesia-palm-ipop-idUSL3N12E22820151014.
  26. Egels-Zanden, N. (2014). Revisiting supplier compliance with MNC codes of conduct: Recoupling policy and practice at chinese toy suppliers. Journal of Business Ethics, 119(1), 59–75.Google Scholar
  27. Ehrgott, M., Reimann, F., Kaufmann, L., & Carter, C. R. (2011). Social sustainability in selecting emerging economy suppliers. Journal of Business Ethics, 98(1), 99–119.Google Scholar
  28. EICC—Electronic Industry Citizenship Coalition. (2014). EICC position on working hours. Retrieved August 25, 2016 from http://www.eiccoalition.org/media/docs/EICC_WorkingHoursPosition_June2014.pdf.
  29. EICC—Electronic Industry Citizenship Coalition. (2016). About the EICC. Retrieved August 25, 2016 from http://www.eiccoalition.org/about/.
  30. Ethical Performance. (2016). SABMIller sustainable development report 2016: Embedding prosper into the business. http://ethicalperformance.com/reports/view/1207.
  31. Everett, J., Neu, D., & Martinez, D. (2008). Multi-stakeholder labour monitoring organizations: Egoists, instrumentalists, or moralists? Journal of Business Ethics, 81(1), 117–142.Google Scholar
  32. Fernandez, R., & Gould, R. (1989). Structures of mediation: A formal approach to brokerage in transaction networks. Sociological Methodology, 19, 89–126.Google Scholar
  33. Fernandez, R., & Gould, R. (1994). A dilemma of state power: Brokerage and influence in the national health policy domain. American Journal of Sociology, 99(6), 1455–1491.Google Scholar
  34. Flynn, F. J., & Wiltermuth, S. S. (2010). Who’s with me? False consensus, brokerage, and ethical decision making in organizations. Academy of Management Journal, 53(5), 1074–1089.Google Scholar
  35. Foerstl, K., Azadegan, A., Leppelt, T., & Hartmann, E. (2015). Drivers of supplier sustainability: Moving beyond compliance to commitment. Journal of Supply Chain Management, 51(1), 67–92.Google Scholar
  36. Fransen, L. W., & Kolk, A. (2007). Global rule-setting for business: A critical analysis of multi-stakeholder standards. Organization, 14(5), 667–684.Google Scholar
  37. Galaskiewicz, J. (1985). Interorganizational relations. Annual Review of Sociology, 11, 281–304.Google Scholar
  38. Galaskiewicz, J. (2011). Studying supply chains from a social network perspective. Journal of Supply Chain Management, 47(1), 4–8.Google Scholar
  39. Galunic, C., Ertug, G., & Gargiulo, M. (2012). The positive externalities of social capital: Benefiting from senior brokers. Academy of Management Journal, 55(5), 1213–1231.Google Scholar
  40. Gnyawali, D. R., & Madhavan, R. (2001). Cooperative networks and competitive dynamics: A structural embeddedness perspective. Academy of Management Review, 26(3), 431–445.Google Scholar
  41. Gold, S., Hahn, R., & Seuring, S. (2013). Sustainable supply chain management in “Base of the Pyramid” food projects—A path to triple bottom line approaches for multinationals? International Business Review, 22(5), 784–799.Google Scholar
  42. Granovetter, M. (1973). The strength of weak ties. American Journal of Sociology, 78(6), 1360–1380.Google Scholar
  43. Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481–510.Google Scholar
  44. Grimm, J. H., Hofstetter, J. S., & Sarkis, J. (2014). Exploring sub-suppliers’ compliance with corporate sustainability standards. Journal of Cleaner Production, 112(3), 1971–1984.Google Scholar
  45. Gualandris, J., Klassen, R. D., Vachon, S., & Kalchschmidt, M. (2015). Sustainable evaluation and verification in supply chains: Aligning and leveraging accountability to stakeholders. Journal of Operations Management, 38, 1–13.Google Scholar
  46. Ha-Brookshire, J. (2015). Toward moral responsibility theories of corporate sustainability and sustainable supply chain. Journal of Business Ethics. doi: 10.1007/s10551-015-2847-2.Google Scholar
  47. Hahn, T., Pinkse, J., Preuss, L., & Figge, F. (2014). Tensions in corporate sustainability: Towards an integrative framework. Journal of Business Ethics, 127(2), 297–316.Google Scholar
  48. Hall, J., Matos, S., & Silvestre, B. (2012). Understanding why firms should invest in sustainable supply chains: A complexity approach. International Journal of Production Research, 50(5), 1332–1348.Google Scholar
  49. Hall, J., & Vredenburg, H. (2005). Managing stakeholder ambiguity. MIT Sloan Management Review, 47(1), 11.Google Scholar
  50. Hall, J., & Vredenburg, H. (2012). The challenges of innovating for sustainable development. MIT Sloan Management Review, 45(1), 61–68.Google Scholar
  51. Huq, F. A., Stevenson, M., & Zorzini, M. (2014). Social sustainability in developing country suppliers: An exploratory study in the ready made garments industry of Bangladesh. International Journal of Operations & Production Management, 34(5), 610–638.Google Scholar
  52. Hyatt, D. G., & Johnson, J. L. (2016). Expanding boundaries: Nongovernmental organizations as supply chain members. Elementa: Science of the Anthropocene, 4(1), 000093.Google Scholar
  53. Kaye, L. (2012). Why partnering with NGOs for water stewardship makes business sense. The Guardian. https://www.theguardian.com/sustainable-business/partnering-ngo-water-stewardship-business.
  54. Kazmin, A., Jopson, B., Politi, J., & Lucas, L. (2013). Bangladesh factory disasters highlight regulatory failures. The Financial Times. http://www.ft.com/cms/s/0/9a551ce8-adab-11e2-82b8-00144feabdc0.html#slide0.
  55. Keeble, J. J., Topiol, S., & Berkeley, S. (2003). Using indicators to measure sustainability performance at a corporate and project level. Journal of Business Ethics, 44(2–3), 149–158.Google Scholar
  56. Ketchen, D. J., Jr., & Hult, G. T. M. (2011). Building theory about supply chain management: Some tools from the organizational sciences. Journal of Supply Chain Management, 47(2), 12–18.Google Scholar
  57. Kim, S., Colicchia, C., & Menachof, D. (2016). Ethical sourcing: An analysis of the literature and implications for future research. Journal of Business Ethics. doi: 10.1007/s10551-016-3266-8.Google Scholar
  58. Kim, T. Y., Oh, H., & Swaminathan, A. (2006). Framing interorganizational network change: A network inertia perspective. Academy of Management Review, 31(3), 704–720.Google Scholar
  59. Koplin, J., Seuring, S., & Mesterharm, M. (2007). Incorporating sustainability into supply management in the automotive industry—The case of the Volkswagen AG. Journal of Cleaner Production, 15(11), 1053–1062.Google Scholar
  60. Korschun, D. (2015). Boundary spanning employees and relationships with external stakeholders: A social identity approach. Academy of Management Review, 40(4), 611–629.Google Scholar
  61. Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1), 215–233.Google Scholar
  62. Marshall, D., McCarthy, L., McGrath, P., Claudy, M., & Wagner, B. (2015). Going above and beyond: How sustainability culture and entrepreneurial orientation drive social sustainability supply chain practice adoption. Supply Chain Management: An International Journal, 20(4), 434–454.Google Scholar
  63. Matos, S., & Silvestre, B. S. (2013). Managing stakeholder relations when developing sustainable business models: The case of the Brazilian energy sector. Journal of Cleaner Production, 45, 61–73.Google Scholar
  64. Meixell, M. J., & Luoma, P. (2015). Stakeholder pressure in sustainable supply chain management: A systematic review. International Journal of Physical Distribution & Logistics Management, 45(1/2), 69–89.Google Scholar
  65. Mena, C., Humphries, A., & Choi, T. Y. (2013). Toward a theory of multi-tier supply chain management. Journal of Supply Chain Management, 49(2), 58–77.Google Scholar
  66. Pagell, M., Wu, Z., & Wasserman, M. E. (2010). Thinking differently about purchasing portfolios: An assessment of sustainable sourcing. Journal of Supply Chain Management, 46(1), 57–73.Google Scholar
  67. Park-Poaps, H., & Rees, K. (2010). Stakeholder Forces of socially responsible supply chain management orientation. Journal of Business Ethics, 92(2), 305–322.Google Scholar
  68. Perez-Aleman, P., & Sandilands, M. (2008). Building value at the top and bottom of the global supply chain: MNC–NGO partnerships and sustainability. California Management Review, 51(1), 24–49.Google Scholar
  69. Phillips, E. E. (2016). Patagonia’s balancing act: Chasing mass-market appeal while doing no harm. The Wall Street Journal. http://www.wsj.com/articles/patagonias-balancing-act-chasing-mass-market-appeal-while-doing-no-harm-1471426200.
  70. Pollock, T. G., Porac, J. F., & Wade, J. B. (2004). Constructing deal networks: Brokers as network “architects” in the US IPO market and other examples. Academy of Management Review, 29(1), 50–72.Google Scholar
  71. Ramirez, E., Gonzalez, R. J., & Moreira, G. J. (2014). Barriers and bridges to the adoption of environmentally-sustainable offerings. Industrial Marketing Management, 43(1), 16–24.Google Scholar
  72. Rauer, J., & Kaufmann, L. (2015). Mitigating external barriers to implementing green supply chain management: A grounded theory investigation of green-tech companies’ rare earth metals supply chains. Journal of Supply Chain Management, 51(2), 65–88.Google Scholar
  73. Reimann, F., Ehrgott, M., Kaufmann, L., & Carter, C. R. (2012). Local stakeholders and local legitimacy: MNEs’ social strategies in emerging economies. Journal of International Management, 18(1), 1–17.Google Scholar
  74. Rindova, V. (2011). Moving from ideas to a theoretical contribution: Comments on the process of developing theory in organizational research. Journal of Supply Chain Management, 47(2), 19–21.Google Scholar
  75. Rowley, T. J. (1997). Moving beyond dyadic ties: A network theory of stakeholder influences. Academy of Management Review, 22(4), 887–910.Google Scholar
  76. Russell, D. M., & Hoag, A. M. (2004). People and information technology in the supply chain: Social and organizational influences on adoption. International Journal of Physical Distribution & Logistics Management, 34(2), 102–122.Google Scholar
  77. SABMiller. (2014). Working with barley farmersMalt Barley Development Programme. http://www.sabmiller.in/news7.aspx.
  78. SABMiller. (2016a). Sustainable procurement. Retrieved August 18, 2016 from http://www.sabmiller.com/about-us/supplier-portal/sustainable-procurement.
  79. SABMiller. (2016b). Our five shared imperatives. Retrieved August 18, 2016 from http://www.sabmiller.com/sustainability/shared-imperatives.
  80. SABMiller. (2016d). Partnerships. Retrieved August 18, 2016 from http://www.sabmiller.com/sustainability/a-productive-world/partnerships.
  81. Saunders, L. W., Kleiner, B. M., McCoy, A. P., Lingard, H., Mills, T., Blismas, N., et al. (2015). The effect of early supplier engagement on social sustainability outcomes in project-based supply chains. Journal of Purchasing and Supply Management, 21(4), 285–295.Google Scholar
  82. Scott, J. (2012). Social network analysis. Thousand Oaks: Sage.Google Scholar
  83. Sedex. (2013). Going deepThe case for multi-tier transparency. Retrieved February 9, 2015, from http://www.sedexglobal.com/wp-content/uploads/2011/06/Sedex-Trasnparency-Briefing-Nov-2013.pdf.
  84. Shafiq, A., Klassen, R. D., Johnson, P. F., & Awaysheh, A. (2014). Socially responsible practices: An exploratory study on scale development using stakeholder theory. Decision Sciences, 45(4), 683–716.Google Scholar
  85. Shi, W., Markoczy, L., & Dess, G. G. (2009). The role of middle management in the strategy process: Group affiliation, structural holes, and tertius iungens. Journal of Management, 35(6), 1453–1480.Google Scholar
  86. Skilton, P. F. (2011). Getting the reader to “I get it!”: Clarification, differentiation and illustration. Journal of Supply Chain Management, 47(2), 22–28.Google Scholar
  87. Soundararajan, V., & Brown, J. A. (2014). Voluntary governance mechanisms in global supply chains: Beyond CSR to a stakeholder utility perspective. Journal of Business Ethics, 134(1), 1–20.Google Scholar
  88. Spencer, J. W. (2003). Global gatekeeping, representation, and network structure: A longitudinal analysis of regional and global knowledge–diffusion networks. Journal of International Business Studies, 34(5), 428–442.Google Scholar
  89. Svensson, G. (2007). Aspects of sustainable supply chain management (SSCM): Conceptual framework and empirical example. Supply Chain Management: An International Journal, 12(4), 262–266.Google Scholar
  90. Swaithes, A. (2013). Barley in Zambia: A success story challenging African local sourcing stereotypes. http://www.sabmiller.com/beer-blog/article/barley-in-zambia-challenging-sourcing-stereotypes.
  91. Tachizawa, E., & Wong, C. Y. (2014). Towards a theory of multi-tier sustainable supply chains: A systematic literature review. Supply Chain Management: An International Journal, 19(5/6), 643–663.Google Scholar
  92. Tachizawa, E. M., & Wong, C. Y. (2015). The performance of green supply chain management governance mechanisms: A supply network and complexity perspective. Journal of Supply Chain Management, 51(3), 18–32.Google Scholar
  93. Tate, W. L., Dooley, K. J., & Ellram, L. M. (2011). Transaction cost and institutional drivers of supplier adoption of environmental practices. Journal of Business Logistics, 32(1), 6–16.Google Scholar
  94. Tate, W. L., Ellram, L. M., & Dooley, K. J. (2014). The impact of transaction costs and institutional pressure on supplier environmental practices. International Journal of Physical Distribution & Logistics Management, 44(5), 353–372.Google Scholar
  95. Tate, W. L., Ellram, L. M., & Gölgeci, I. (2013). Diffusion of environmental business practices: A network approach. Journal of Purchasing and Supply Management, 19(4), 264–275.Google Scholar
  96. Tatham, P., Pettit, S., Jahre, M., & Jensen, L.-M. (2010). Coordination in humanitarian logistics through clusters. International Journal of Physical Distribution & Logistics Management, 40(8/9), 657–674.Google Scholar
  97. Touboulic, A., Chicksand, D., & Walker, H. (2014). Managing imbalanced supply chain relationships for sustainability: A Power perspective. Decision Sciences, 45(4), 577–619.Google Scholar
  98. United Nations Global Compact. (2016). SABMiller: Progress through partnership. Sustainable Supply Chains: Resources and Practices. http://supply-chain.unglobalcompact.org/site/article/65.
  99. Uzzi, B. (1996). The sources and consequences of embeddedness for the economic performance of organizations: The network effect. American Sociological Review, 61(4), 674–698.Google Scholar
  100. Uzzi, B. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 42(1), 35–67.Google Scholar
  101. Vachon, S., & Klassen, R. D. (2008). Environmental management and manufacturing performance: The role of collaboration in the supply chain. International Journal of Production Economics, 111(2), 299–315.Google Scholar
  102. Vachon, S., & Mao, Z. (2008). Linking supply chain strength to sustainable development: A country-level analysis. Journal of Cleaner Production, 16(15), 1552–1560.Google Scholar
  103. Van der Laan, G., Van Ees, H., & Van Witteloostuijn, A. (2008). Corporate social and financial performance: An extended stakeholder theory, and empirical test with accounting measures. Journal of Business Ethics, 79(3), 299–310.Google Scholar
  104. Vurro, C., Russo, A., & Perrini, F. (2009). Shaping sustainable value chains: Network determinants of supply chain governance models. Journal of Business Ethics, 90(4), 607–621.Google Scholar
  105. Wallner, H. P. (1999). Towards sustainable development of industry: Networking, complexity and eco-clusters. Journal of Cleaner Production, 7(1), 49–58.Google Scholar
  106. Wasserman, S. (1994). Social network analysis: Methods and applications (Vol. 8). Cambridge: Cambridge University Press.Google Scholar
  107. Westley, F., & Vredenburg, H. (1991). Strategic bridging: The collaboration between environmentalists and business in the marketing of green products. The Journal of Applied Behavioral Science, 27(1), 65–90.Google Scholar
  108. Wilhelm, M. M. (2011). Managing coopetition through horizontal supply chain relations: Linking dyadic and network levels of analysis. Journal of Operations Management, 29(7), 663–676.Google Scholar
  109. Wilhelm, M. M., Blome, C., Bhakoo, V., & Paulraj, A. (2016). Sustainability in multi-tier supply chains: Understanding the double agency role of the first-tier supplier. Journal of Operations Management, 41, 42–60.Google Scholar
  110. Wolf, J. (2011). Sustainable supply chain management integration: A qualitative analysis of the german manufacturing industry. Journal of Business Ethics, 102(2), 221–235.Google Scholar
  111. Wright, C. F. (2015). Leveraging reputational risk: Sustainable sourcing campaigns for improving labour standards in production networks. Journal of Business Ethics, 137, 195–210.Google Scholar
  112. Wu, Z., & Pagell, M. (2011). Balancing priorities: Decision-making in sustainable supply chain management. Journal of Operations Management, 29(6), 577–590.Google Scholar
  113. Wu, Q., Zhang, H.-J., & Li, W. (2005). Advantage and strategies of developing industry cluster by integrating the supply chain management. Systems Engineering, 4, 015.Google Scholar
  114. Yawar, S. A., & Seuring, S. (2015). Management of social issues in supply chains: A literature review exploring social issues, actions and performance outcomes. Journal of Business Ethics. doi: 10.1007/s10551-015-2719-9.Google Scholar

Copyright information

© Springer Science+Business Media Dordrecht 2017

Authors and Affiliations

  • Lance W. Saunders
    • 1
    Email author
  • Wendy L. Tate
    • 2
  • George A. Zsidisin
    • 1
  • Joe Miemczyk
    • 3
    • 4
  1. 1.Department of Supply Chain Management and AnalyticsVirginia Commonwealth UniversityRichmondUSA
  2. 2.Department of Marketing and Supply Chain ManagementUniversity of TennesseeKnoxvilleUSA
  3. 3.Audencia Nantes School of ManagementNantesFrance
  4. 4.ESCP Europe Business SchoolLondonUK

Personalised recommendations