Can business‐oriented managers be effective leaders for corporate sustainability? A study of integrative and instrumental logics

Joseph, Jay; Orlitzky, Marc; Gurd, Bruce; Borland, Helen; Lindgreen, Adam

doi:10.1002/bse.2238

Cited by 22 publications

(25 citation statements)

References 103 publications

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“…The integrative view does not emphasize any one sustainability dimension over any other; in particular, profits should not dominate over other aspects. Furthermore, evidence is building up that firms with an integrative logic are more effective at addressing corporate sustainability (Joseph et al, 2019). More specifically, paradoxical thinking can provide such an integrative logic for SSCM.…”

Section: Sustainable Supply Chain Managementmentioning

confidence: 99%

Cognitive frames held by supply chain managers: implications for the management of sustainability in supply chains

Preuss

Fearne

2021

SCM

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Purpose Despite the growing importance and complexity of modern supply chains, little scholarly attention has been devoted to cognitive processes in supply chain management (SCM). In particular, we know little about the structure of supply chain managers’ cognitive frames and how differences between frames affect sustainable supply chain management (SSCM). Design/methodology/approach Given the relative scarcity of the topic, this paper uses a conceptual approach. Building on prior literature from cognitive psychology and related areas, it develops ideal types of cognitive frames with which supply chain managers approach sustainability-related decisions. Findings This study first develops three ideal-type cognitive frames – unidimensional, hierarchical and paradoxical. This paper then shows that it makes a difference which one of these a supply chain manager holds when addressing issues related to sustainable supply. Thereafter, this study discusses the antecedents that can explain why a manager holds a particular cognitive frame. Research limitations/implications This paper represents one of the first analyses of how the structure of a supply chain manager’s cognitive frame impacts their firm’s sustainable supply initiatives. Although developed with regard to SSCM, the arguments have implications for other management areas too, not least for the education of future SCM professionals. Originality/value Given their boundary-spanning role, attention to the cognitive processes of supply chain managers is crucial to understanding the conditions under which firms can address sustainability challenges in their supply chains.

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Section: Sustainable Supply Chain Managementmentioning

confidence: 99%

Cognitive frames held by supply chain managers: implications for the management of sustainability in supply chains

Preuss

Fearne

2021

SCM

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“…Different authors have pointed out the importance of beliefs for investment processes and ESG integration—for example, about potentially adverse performance effects or outdated conceptions about fiduciary duties—which hinder a swifter acceptance of more ESG‐centric investments (Dumas & Louche, ; Koedijk, Slager, & van Dam, ). It can also lead to a narrow instrumental business case perspective, resulting in suboptimal firm performance (Hockerts, ; Joseph, Orlitzky, Gurd, Borland, & Lindgreen, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Why don't we see more action? A metasynthesis of the investor impediments to integrate environmental, social, and governance factors

Friede

2019

Bus Strat Env

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Investors increasingly commit to consider environmental, social, and governance (ESG) factors in their investment decisions. However, the challenges of investors for a holistic integration of ESG factors in their investment decisions are manifold and endanger reaching urgent societal goals. The paper uses metasynthesis to develop a comprehensive understanding of these impediments from a diverse set of papers. Supported by textual analysis, it identifies 161 different topics, which are subsumed within groups and aggregated along a four-pillar framework of market-, firm-, regulatory-, and individual-based impediments. The most prominent impediments are found in the areas of a perceived lack of a business case, the quality of data, the absence of clear standards and definitions, and various behavioral biases.Moreover, a considerable research-practice gap in framing the relevant research questions that contribute to the slow-moving integration process is discovered.Focusing additionally on potential blind spots on the investor and research sides will prove to be important for swifter ESG integration.

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“…Conversely, the stakeholder theory builds on ethical/moral reasoning and holds a strong normative foundation (Donaldson & Preston, ). An emerging integrative stakeholder view argues for coexistence of instrumental and normative logics such that “social and environmental priorities should be considered on equal footing with economic considerations” (Joseph, Orlitzky, Gurd, Borland, & Lindgreen, , p. 341), even if they appear to contradict one another (Hahn, Pinkse, Preuss, & Figge, ). Although an integrative stakeholder theory supports synchronicity of instrumental and normative logics, tensions often originate from simultaneously pursuing the financial and nonfinancial goals.…”

Section: Introductionmentioning

confidence: 99%

Managerial perspectives on drivers for and barriers to sustainable supply chain management implementation: Evidence from New Zealand

2019

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The purpose of this paper is to examine the factors that drive or prevent companies' implementation of sustainable supply chain management (SSCM) practices. To this end, we interviewed 29 senior managers from 23 New Zealand-based companies.The key reported drivers were customer expectation, top management commitment, moral and ethical values of managers, reputation management, and economic and operational benefits. Conversely, cost concerns, strategic and structural restraints, supplier and customer issues, and a lack of effective regulations were cited as critical obstacles to SSCM implementation. Thus, the evidence from our findings provides support for both instrumental and normative logics for SSCM implementation. The findings further indicate that, in general, instrumental and normative logics are congruent; however, varied tensions arise when managers seek to simultaneously address competing yet desirable SSCM aspects. Accordingly, we argue that it is imperative to understand, work through, and manage such tensions as balancing divergent sustainability aspects holds considerable potential for successful SSCM implementation.

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Can business‐oriented managers be effective leaders for corporate sustainability? A study of integrative and instrumental logics

Cited by 22 publications

References 103 publications

Cognitive frames held by supply chain managers: implications for the management of sustainability in supply chains

Cognitive frames held by supply chain managers: implications for the management of sustainability in supply chains

Why don't we see more action? A metasynthesis of the investor impediments to integrate environmental, social, and governance factors

Managerial perspectives on drivers for and barriers to sustainable supply chain management implementation: Evidence from New Zealand

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