Conceptualizing Social Responsibility in Operations Via Stakeholder Resource‐Based View

Abstract

This is the accepted version of the paper.This version of the publication may differ from the final published version. Abstract: We seek to conceptualize social responsibility for operations management (OM) research to develop a social responsibility lens through which to view operations. To do so, we first consider the corporate social responsibility, sustainability, as well as the bottom-ofthe-pyramid and shared value approaches and identify three challenges to developing such a lens: selecting the level of analysis, tackling the huge multitude of objectives, and developing theoretical underpinnings. We then propose a 'stakeholder resource-based view' (SRBV) building on resource-based view, stakeholder theory, and utility theory to address these challenges. Under SRBV, all stakeholders are treated on a par with each other. These different stakeholders are all presumed to seek maximizing their respective (expected) utility, with different drivers shaping their preferences and do so they use their respective resources, routines and dynamic capabilities. SRBV provides (a) a descriptive framework for qualitative research, (b) an instrumental framework for empirical research, and (c) a normative framework for analytical research. It enables tackling many opportunities for OM research to do with social responsibility and we outline some of these in each of the three types of research methodologies. Permanent repository link

Supply chain social sustainability for developing nations: Evidence from India

“…Stakeholder theory explains how managers have fiduciary duties to the corporation, shareholders and stakeholders (Donaldson and Preston, 1995). Sodhi's (2015) stakeholder resource based view (SRBV), building on resource based view (RBV), advocates that SRBV is a "framework to inform the decision-makers of the importance of building and utilizing not only their own organizations dynamic resources, routines and capabilities but also by developing those of the company's stakeholders thereby improving their respective utilities as well" (Sodhi, 2015). The firm needs to be socially responsive to all stakeholders to achieve sustainable advantage (Frooman, 1999;Freeman, 2004;Campbell, 2007;Sodhi, 2015).…”

“…Furthermore, although there are many studies regarding developed nations Jennings, 2000, 2004;Ciliberti et al, 2008;Lu et al, 2012), less attention has been given to developing nations, where social norms differ greatly (Ashby et al, 2012). Some advocate for developing and conserving human resources and how such efforts can help enhance competitiveness (Sodhi, 2015). In this research, we examine social sustainability in developing nations with regard to first-tier suppliers, the focal firm, and first-tier customers, and seek to link social sustainability efforts to performance outcomes.…”

Alignment in the Base of the Pyramid Producer Supply Chains: The Case of the Handloom Sector in Odisha, India

“…At a later stage, we relied upon the extant BoP and social microenterprise literature to interpret data, infer, and theorize. Specifically, we found Sodhi () SRBV and Fawcett et al. () supply chain alignment frameworks useful for our analysis.…”

“…). Against this backdrop, Sodhi′s () stakeholder resource‐based view (SRBV) offers a framework that suggests how business can be conducted while accommodating the utility maximization objectives of all stakeholders including the poor producers and customers. However, SRBV in its current form does not address the plausible conflicts or challenges in utility maximization approaches when government and community are the stakeholders (Sodhi : p. 1382).…”

“…) perspectives. It accommodates the SRBV (Sodhi ) tenets by including the objectives and behaviors of various stakeholders in handloom supply chains.…”