The Effect of Safety Management and Sustainable Activities on Sustainable Performance: Focusing on Suppliers

Abstract

This research empirically examines the effect of safety management and sustainable activities on sustainable performance of work safety and workplace environments. The proposed model with developed hypotheses were tested using the data collected from 189 respondents in Korean firms across various industries. The research findings indicate that planning and control systems affect activities of participation and monitoring in supply chain management (SCM) processes, which in turn positively affect sustainable performance. The results of the study present practical implications regarding the relationships among planning and control, participation and monitoring activities, and the performance of work safety and workplace environments. The study also provides new insights and implications regarding firms’ investment strategies for safety management to facilitate sustainable work environments. Activities of participation and monitoring within SCM are especially critical for sustainable safety management and efficient operations.

Implementation of Collaborative Activities for Sustainable Supply Chain Innovation: An Analysis of the Firm Size Effect

“…However, they also bring challenges because of the increased dynamicity and complexity of supply chain management (SCM). In addition, severe weather and climate change have received significant attention as they bring difficulties to coordination and response issues with suppliers and customers in SCM [1]. Given the increased uncertainty and risk, these phenomena force firms to invest on technical resources toward disaster prevention so as to enhance organizational resilience, visibility, agility, tightness, simplification, on-demand data, and prevention in the supply chain (SC) [1][2][3][4][5].…”

“…In addition, severe weather and climate change have received significant attention as they bring difficulties to coordination and response issues with suppliers and customers in SCM [1]. Given the increased uncertainty and risk, these phenomena force firms to invest on technical resources toward disaster prevention so as to enhance organizational resilience, visibility, agility, tightness, simplification, on-demand data, and prevention in the supply chain (SC) [1][2][3][4][5]. In addition, with the fluid global market demand, many organizations strive to reduce risk and cost, including environmental issues in their global/regional SC [1][2][3][4]6,7].…”

“…Given the increased uncertainty and risk, these phenomena force firms to invest on technical resources toward disaster prevention so as to enhance organizational resilience, visibility, agility, tightness, simplification, on-demand data, and prevention in the supply chain (SC) [1][2][3][4][5]. In addition, with the fluid global market demand, many organizations strive to reduce risk and cost, including environmental issues in their global/regional SC [1][2][3][4]6,7]. Environmental issues are critical in developing sustainable SCM with suppliers [8,9], managing economic, social, and environmental responsibility [1,10], enhancing SCM innovation [3], fostering dynamic capabilities of SCM [2], and improving sustainable performance [1].…”

“…In addition, with the fluid global market demand, many organizations strive to reduce risk and cost, including environmental issues in their global/regional SC [1][2][3][4]6,7]. Environmental issues are critical in developing sustainable SCM with suppliers [8,9], managing economic, social, and environmental responsibility [1,10], enhancing SCM innovation [3], fostering dynamic capabilities of SCM [2], and improving sustainable performance [1]. Thus, companies should develop innovative solutions to meet customer needs with agile responses to dynamic changes in the environment.…”

“…The expected benefit of collaborative and implementation activities is improved organizational performance. To introduce successful sustainable SC innovation, we suggest two fundamental requirements: (1) Collaborative activities that are autonomous and espousal among partner organizations in the SC; and (2) Implementation activities that are espousal and yet compulsory among partner firms. To derive collaborative activities, it is necessary to develop a trust relationship among partner organizations that is voluntary and enforceable at the same time.…”