RT Article
T1 The Relationship Between Sustainable Supply Chain Management, Stakeholder Pressure and Corporate Sustainability Performance
JF Journal of business ethics
VO 119
IS 3
SP 317
OP 328
A1 Wolf, Julia
LA English
PB Springer Science + Business Media B. V
YR 2014
UL https://www.ixtheo.de/Record/1785650017
AB In 2009, Greenpeace launched an aggressive campaign against Nestlé, accusing the organization of driving rainforest deforestation through its palm oil suppliers. The objective was to damage the brand image of Nestlé and, thereby, force the organization to make its supply chain more sustainable. Prominent cases such as these have led to the prevailing view that sustainable supply chain management (SSCM) is primarily reactive and propelled by external pressures. This research, in contrast, assumes that SSCM can contribute positively to the reputation of an organization as a “good citizen” and, thereby, counter the impression that external stakeholder pressure is the only driver of SSCM. The study draws on Resource Dependence Theory in analyzing the three competing models of the potential stakeholder, SSCM and the corporate sustainability performance relationship. A dataset of 1,621 organizations allows the statistical comparison of these three models. Findings suggest that stakeholder pressure and SSCM both contribute to an organization’s sustainability performance. Thus, supply chain managers will perceive benefits from SSCM other than merely the reduction of risk from reputational damage through stakeholder activism.
K1 Regression
K1 Supply Chain Management
K1 Sustainable Development
K1 Stakeholder pressure
K1 Corporate sustainability performance
DO 10.1007/s10551-012-1603-0