Marks &amp; Spencer implements an ethical sourcing program for its global supply chain

Johnson, Muriel

doi:10.1002/npr.20001

Cited by 13 publications

(27 citation statements)

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“…Previous research found that there was issue of fraud supplier audits for Asian supply chain in the perspectives of factory managers, CSR experts and CSR managers (Welford & Frost, 2006). However these fraud supplier audits was not mentioned in previous case study researches of PSR activities which conducted in IKEA and Marks & Spencer (Andersen & Skjoett-Larsen, 2009;Johnson, 2004). This mixed result poses a research gap for further studies in PSR activities.…”

Section: Introductionmentioning

confidence: 94%

“…Purchasing social responsibility activities may consist of supplier audit, supplier selection, supplier monitoring, contract signing, training and education, rewards and partnership with regards to suppliers' CSR. Different researchers may also call PSR activities in different terms such as social responsible purchasing (Maria, 2010), socially responsible buying practices (Maignan & McAlister, 2003), supplier measurement (Novak, 2004), sourcing initiatives or ethical sourcing programs (Johnson, 2004). There is lack of research to study PSR activities for individual countries in Asia region.…”

Section: Purchasing Social Responsibility (Psr) Activitiesmentioning

confidence: 99%

“…Also the research was done in the perspective of CSR managers, CSR experts, and factory managers/owners, but not purchasing managers (Welford & Frost, 2006). The above research did not mention about purchasing managers' perspectives in the supplier audits though purchasing function is the most important interface with suppliers as mentioned by C. R. Carter & Jennings (2000, 2004. Thus, there is research gap to study the nature of PSR activities from the perspective of purchasing managers.…”

Section: Purchasing Social Responsibility (Psr) Activitiesmentioning

confidence: 99%

“…Purchasing function's involvement in suppliers' CSR is called Purchasing social responsibility (PSR) (Carter & Jennings, 2000, 2004. PSR activities refer to the purchasing activities or practices related to suppliers' CSR.…”

Section: Introductionmentioning

confidence: 99%

“…The previous researches identified and explained briefly the variables or aspects of PSR activities for companies under the case studies (Andersen & SkjoettLarsen, 2009;Johnson, 2004). However, there is lack of research pertaining to how purchasing managers directly experience the PSR activities in labour standards and health & safety though purchasing managers are the closest interface with suppliers.…”

Section: Introductionmentioning

confidence: 99%

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Purchasing Social Responsibility Activities in Malaysia: A focus in Labour, Health, and Safety

Loo

Nasruddin

2015

OSCM: An Int. Journal

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Globalisation of companies has led to international purchasing trend with multiple suppliers worldwide. However there were many issues pertaining to labour and health & safety of Asian suppliers. The purchasing function or professionals (purchasing managers) have the most interfaces and influences to suppliers and they are capable to play the most important role in suppliers' labour issues. This qualitative, transcendental phenomenological study describes the experience of purchasing managers with regard to purchasing social responsibility (PSR) activities in labour, health and safety. In depth interviews were conducted with 16 purchasing managers working in electrical and electronics multinational corporations located in northern region of Malaysia. There are eight core themes described the nature of PSR activities experienced by purchasing managers. First, EICC code enhances PSR activities but labour standards are new and less priority than health and safety. Second, purchasing managers working in American based electrical and electronics multinational corporations are more experience in PSR activities compared with purchasing managers working in corporations with headquarters in other countries. Third, supplier audit is the most common PSR activity but it was only conducted for critical suppliers. Fourth, supplier selfassessment triggers supplier audit or improvement plan. Fifth, supplier selection only requires basic compliance in labour, health and safety standards. Sixth, short training of labour, health and safety standards is commonly arranged for all suppliers. Seventh, corrective actions are used to manage suppliers' labour violations in occupational safety, wages, working hours, dormitories and holding of migrant passports. Eighth, issues encountered with suppliers on PSR activities included labour standards increase material pricing, suppliers reluctant to adhere to labour standards and workers preferred longer work hours in order to gain higher wages.

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Section: Introductionmentioning

confidence: 94%

Section: Purchasing Social Responsibility (Psr) Activitiesmentioning

confidence: 99%

Section: Purchasing Social Responsibility (Psr) Activitiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Purchasing Social Responsibility Activities in Malaysia: A focus in Labour, Health, and Safety

Loo

Nasruddin

2015

OSCM: An Int. Journal

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Corporate Supply Chain Responsibility: Drivers and Barriers for Sustainable Food Retailing

Chkanikova

Mont

2012

Corp Soc Responsibility Env

157

119

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The paper aims to provide a systematic overview of the drivers and barriers for food retailers to implement corporate supply chain responsibility. The research is based on a literature analysis and semi-structured interviews with food retailers, with primary focus on Swedish conventional supermarket chains. The paper contributes to the existing body of research by providing the food retailers' own perspective on the factors that trigger addressing sustainability concerns in their supply chain and by providing a taxonomy of drivers and barriers. As a result, a number of additional factors that influence the launch of responsible supply chain practices have been identified. Interestingly some of these factors are beyond the trivial driver-barrier dichotomy. This paper is of interest to food retailers who aim to design sustainable supply chain strategies and justify associated investments, and for policymakers who aim to support retailers in their transition towards sustainable practices.Factors that influence corporate willingness and ability to engage in supply chain responsibility, can be explained from different perspectives, for example, organisational (De Bakker and Nihof, 2002;Lawrence et al., 2002), management (Dutta et al., 2012), stakeholder (Fineman and Clarke, 1996 and network (Vurro et al., 2009) perspectives. Organisational, management, and network theories help explain how and to what extent companies are capable of 66 O. Chkanikova and O. Mont

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The HR role in corporate social responsibility and sustainability: A boundary‐shifting literature review

Stefano

Bagdadli

Camuffo³

2017

Human Resource Management

129

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Although research on human and social sustainability has flourished in the past decade, the role that human resource management departments play (or should play) in facilitating more socially responsible and sustainable organizations remains unclear. In practice, this lack of clarity is due to the multiple features and dimensions of potential HR contributions to corporate social responsibility (CSR) and corporate sustainability (CS), as well as widespread failure to integrate HR and CSR functions. Theoretically, the absence of a framework that articulates the HR role in CSR and CS and the substantial separation between HRM and CSR/CS studies among academics act as a reinforcing mechanism. The present study contributes to the growing research on this topic, presenting a framework and a typology to classify the potential HR roles in CSR and CS and comprehensively reviewing the literature at the intersection of HR with CSR and CS. The results of the review provide a broader perspective on the role HR might play in CSR and CS as well as its impact beyond organizational boundaries.

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Marks & Spencer implements an ethical sourcing program for its global supply chain

Abstract: CORPORATE SOCIAL RESPONSIBILITY

Cited by 13 publications

References 0 publications

Purchasing Social Responsibility Activities in Malaysia: A focus in Labour, Health, and Safety

Purchasing Social Responsibility Activities in Malaysia: A focus in Labour, Health, and Safety

Corporate Supply Chain Responsibility: Drivers and Barriers for Sustainable Food Retailing

The HR role in corporate social responsibility and sustainability: A boundary‐shifting literature review

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