Purpose The purpose of this paper is to explore the impact of eight dimensions of green supply chain management (GSCM) on economic, environmental and social performance, which are the three dimensions of corporate sustainability. The eight dimensions covered in this study are: green purchasing, green manufacturing, green distribution, green packaging, green marketing, environmental education, internal environmental management and investment recovery. Design/methodology/approach The relationships between dimensions of GSCM and sustainability performance are tested by using a plant-level survey. A proposed research model and hypotheses are tested by using cross-sectional face-to-face and e-mail survey data collected from manufacturing firms in Turkey. Structural equation modeling is used to test the proposed hypotheses. Findings Except for green purchasing, all GSCM dimensions are found to be related with at least one of the performance dimensions. Practical implications The results are important in highlighting the importance of GSCM in improving sustainability performance. Originality/value This paper enhances the understanding of the relationship between different dimensions of GSCM and the three sustainability performance factors. While there are very few studies examining the relationship between GSCM and corporate sustainability, this study is important in terms of exploring the effects of dimensions of GSCM applications on economic, environmental and social performance one by one, by examining these applications in the form of eight dimensions.

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PurposeIn spite of its potential benefits in a wide range of situations, supply chain risk mitigation strategies have received scant attention on the subject of managing the supply chain risk in the business environment. Especially, there is still a limited understanding of the importance of firms’ supply chain flexibility, resilience and responsiveness in the supply chain risk management (SCRM) literature. This research focuses on exploring the relationship between significant proactive risk mitigation strategies, namely supply chain (SC) flexibility, resilience and responsiveness, as well as SCRM performance to facilitate bridging the gap between mitigation strategies and SCRM performance. The moderating role of risk management (RM) culture was also hypothesized and tested.Design/methodology/approachA survey-based methodology is adopted. The data are analyzed using the technique of partial least squares.FindingsThe results indicate that SC resilience and responsiveness are positively associated with SCRM performance; however, SC flexibility does not. In addition, interestingly, RM culture does not moderate these relationships in spite of the extant literature. We argue that this could be due to the fact that risk management culture is at the beginning stage for an enterprise in Turkey.Originality/valueThis study extends the existing literature by advancing the knowledge on the relationship between proactive risk management strategies, which applied to overcome uncertainties and SCRM performance.

Purpose This study aims to examine the effects of strategic sourcing (SS) on lean supply chain (LSC) and agile supply chain (ASC) strategies and investigate the role of these concepts on development of competitive performance. Design/methodology/approach A proposed research model and hypotheses are tested by using cross-sectional e-mail survey data collected from the manufacturing firms operating in Turkey. SS is conceptualized as a second-order factor. Structural equation modeling is used to test the proposed hypotheses. Findings This study reached the conclusion that SS affects LSC and ASC strategies positively. Additionally, it is seen that these concepts are effective in improvement of competitive performance. Practical implications The results are important in terms of emphasizing the significance of SS in improvement of the lean and agile nature of the supply chain. Originality/value This study contributes to the literature by providing empirical evidence regarding the relationships among SS, supply chain strategies and competitive performance. Research limitations/implications This study was carried out on the plant level where one person from each organization responded to the survey.

One of the greatest threats faced by organizations is disruption in the supply chain arising from not sharing risk information among the supply chain partners. The aim of this study is to identify the inhibitors of risk information sharing in a supply chain by using practical-side evidence. An exploratory multiple case design was utilized to investigate why supply chain partners in Turkey may be reluctant to share risk information among their members and provide solutions to overcome these barriers. The results of the study indicate that the inhibitors of risk information sharing fall into three categories: risk-related, organization-related, and management-related. Furthermore, the findings demonstrate possible solutions for reluctance in risk information sharing among supply chain partners based on managers' experiences. K E Y W O R D Scase study, risk information sharing, risk management, supply chain risk management