Drivers for adoption of sustainability initiatives in supply chains of large Russian firms under environmental uncertainty

Abstract

Purpose In reaction to the environmental challenge, many firms are looking for the ways how to integrate sustainability into their operations, business models and strategies. Very often sustainable initiatives go beyond the boundaries of a focal firm engaging a wide variety of partners within the supply chain. In conditions of countries with institutional deficiencies and voids such as emerging economies, the task of sustainability integration is challenging as many critical conditions needed for sustainability development are missing. To understand how firms can integrate sustainability initiatives in their supply chains under the conditions of environmental uncertainty, this paper aims to investigate firm-level and supply chain drivers that stimulate sustainability implementation in Russian firms. Design/methodology/approach Using the sample of 273 large Russian firms the paper explores how firm-level drivers such as innovativeness, risk-taking and internationalization, as well as collaboration and integration in the supply chain are related to sustainability performance and sustainability transformation in supply chain. The hypotheses are tested using regression analysis and the bootstrapping technique. Findings The study indicates the positive association between sustainability performance and sustainability transformation of the firm and such strategic drivers as a firm’s innovativeness and internationalization. The positive moderating effect of environmental uncertainty was found for innovativeness indicating that innovative firms show better sustainable performance in the supply chain under uncertain conditions. Also, the findings indicate that environmental uncertainty positively moderates the relationships between a firm’s transformation for sustainability, its internationalization and supply chain integration and coordination. Originality/value The obtained results contribute to a better understanding of mechanisms that drive firms’ sustainability performance and transformation in conditions of emerging markets. The paper provides an adaptation and empirical testing of Silvestre’s (2015) theoretical model for sustainable supply chain management in emerging economies.

Sustainable procurement practices in the supplier selection process: an exploratory study in the context of Brazilian manufacturing companies

“…The need for maintenance and regeneration of global ecosystem has been increasingly evident due to the impacts caused by industrial activity (Fernando, 2012;McPhail, 2008). In this sense, sustainability is more and more present in new management models (Aray et al, 2020;Garetti and Taisch, 2012;Høgevold et al, 2015;Lenssen et al, 2014). The pressure provided by society, government, media, regulatory agencies and by direct and indirect customers, i.e.…”

Impact of Efficient Resource Management Practices on Sustainable Performance: Moderating Role of Innovative Culture-Evidence From Oil and Gas Firms

“…According to Orazalin and Mahmood ( 2018 ), innovative culture is required criteria for manufacturing firms to achieve their goals. The workers' understanding of management methods, together with the current behavior that is done, can be considered an innovative culture (O'Cass and Ngo, 2007 ; Arora et al, 2020 ; Job et al, 2020 ; Aray et al, 2021 ). Although prior research has highlighted the importance of innovative culture in implementing resource practices, to our understanding, no research has been done on the role of innovative culture in increasing the effects of resource practices on a firm's performance (Iranmanesh et al, 2019b ).…”

“…Waste management refers to practices such as element evaluation, the 4R program “reduce, reuse, recycle, and recover.” Das and Hassan ( 2021 ) focused on reducing resource usage and waste manufacturing. Energy management includes techniques such as “energy conservation programmes, frequent energy audits, the use of electricity devices, and the use of sustainable power to reduce energy use and its environmental impact” (Aray et al, 2021 ). Resource management refers to methods that “try to maximize the use of resources, such as prioritizing washable, fixable, consumable, regenerative, and compostable items, conducting frequent process flow assessments, and establishing a transparent strategy” (Taelman et al, 2018 ).…”

“…Processing equipment also provides “harmful compounds and pollutants, increases water use, and wastes energy (Dorval et al, 2019 ).” Process and equipment practices, according to Ali et al ( 2019 ), result in fewer deficiencies and energy consumption, provide a technique for achieving sustainable and improved coordination with working atmosphere, and help to determine overflows and leakages more rapidly, reducing inorganic and resource usage and environmental damage. In conclusion, by minimizing materials and energy and also waste production, process and equipment techniques can improve environmental and firms' performance (Aray et al, 2021 ). Sustainable performance is expected to increase as a result of a decrease in the atmospheric consequences of firms' efforts, resulting in the benefits to the community and employees.…”

The impact of leanness on supply chain sustainability: examining the role of sustainability control systems

“…Addressing sustainability issues arising from unprecedented human and environmental system changes is one of the biggest challenges that contemporary society has struggled with thus far (Ajmal et al , 2018; Hussain et al , 2018; Bastas and Liyanage, 2019; de Haan-Hoek et al , 2020; Aray et al , 2020; Wijethilake and Upadhaya, 2020). Growing stakeholder concerns over unsustainable manufacturing practices have forced businesses to integrate sustainability strategies within their supply chains (Carter and Washispack, 2018; Bellisario and Pavlov, 2018; Huo et al , 2019; Kusi-Sarpong et al , 2019; de Haan-Hoek et al , 2020).…”