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Abstract
PurposeAlthough many international supply chains are (most often unknowingly) connected to slave labour activities, supply chain managers and research have so far neglected the issue. This will most likely change soon as civil society lobbying and new legislation imposes increasing litigation and reputational risks on companies operating international supply chains.
Design/methodology/approachThe paper provides a definition of slavery, explores potentials for knowledge exchange with other disciplines, discusses management tools for detecting slavery as well as suitable company responses after its detection, and outlines avenues for future research.
FindingsDue to a lack of effective indicators, new tools and indicator systems need to be developed that consider the specific social, cultural and geographical context of supply regions. After detection of slavery, multi-stakeholder-partnerships, community-centred approaches, and supplier development appear to be effective responses.
Research limitations/implicationsNew theory development in supply chain management is urgently needed to facilitate the understanding, avoidance and elimination of slavery in supply chains. As a starting point for future research, we conceptualize the challenges of slavery to supply chain management, focussing on capabilities and specific institutional context.
Practical implicationsThe paper provides a starting point for the development of practices and tools for identifying and removing slave labour from supply chains.
Originality/valueAlthough representing a substantial threat to current supply chain models, slavery has so far not been addressed in supply chain management research.