Moving from a compliance‐based to an integrity‐based organizational climate in the food supply chain

Abstract

Compliance is the act or status of complying with an imperative regulatory or normative requirement, that is, compliance means working within boundaries defined by contractual, social, or cultural standards. The aim of this narrative review is to use the food supply chain as a lens of enquiry to distinguish between compliance-based and integrity-based organizational climates and frame and rationalize why deviant behavior arises and how it can be identified. Contemporary theory is explored and critiqued using case studies to contextualize the challenge of organizations promoting supply chain compliance and at the same time recognizing the need for deviant behavior to occur in order to drive innovation and continuous improvement within food supply chains. Deviant behavior can be perceived as either positive in terms of driving continuous improvement or destructive where this behavior has a negative impact on the organization. Although multiple cultural maturity models seek to characterize positive food safety culture and climate, there is minimal research that focuses on the characterization of deviant negative behavior or the development of early warning systems designed to pinpoint signals, traits, or characteristics of this behavior such as low staff morale, theft, property destruction, or absenteeism. The use of cultural maturity models and assessment tools is of value in assisting organizations to translate from a rule, instrumental, or compliance-based organizational climate to an ethically strong organizational climate that focuses on integrity, building trust, and values and a new cultural maturity model is proposed and explored.

Effective implementation of a food safety management system and its relationship with business motivations

“…Moreover, such capabilities have an innate base in an individual's different personal competences and collective learning within the organisation. Thus, ethics and values lie at the heart of a management system based on integrity, which is an organisation's active, conscious approach to define what it is to be moral rather than simply accepting the supply chain's values, and often its prescriptive standards (Manning, 2020). Ethical motivation allows a Note(s): The diagram presents the results of the standardised model company not only to meet the standard's requirements, but to go one step further and achieve its aims.…”

The safety–quality dominant view of food chain integrity: Implications for consumer‐centric food chain governance

“…Verification specifically facilitates an integrity-based climate in the food chain and its constituent organizations, to define the boundaries and flows of safety-quality to drive continuous improvements in food chain processes. This emphasis drives consequences regarding negative deviations from safety-quality (see Manning, 2020). In terms of governance, this means the latent issue of performance management systems in food chain management, which can facilitate an integrated and operational verification of the safety and quality benchmarks ingrained in the products and processes (Aramyan et al, 2007).…”

Do organizational subcultures matter? A case study of logistics and supply chain management

“…Given that climate can be key to employee sensemaking and motivation, it has been linked to a variety of intra- and inter-firm behaviors. For example, climate has been found to influence intrafirm compliance activities in supply chains (Manning, 2020), employee communication behaviors (Burgess and Singh, 2006), the integration of information gained from supply market scanning activities (Zsidisin et al , 2015), and engagement in innovative activities with supply chain partners and innovative supply chain strategies (Oke et al , 2013).…”