The role of intermediaries in establishing a sustainable supply chain

Cole, Rosanna; Aitken, James

doi:10.1016/j.pursup.2019.04.001

Cited by 48 publications

(34 citation statements)

References 61 publications

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“…In essence, the institutional isomorphism pervasive in formal markets (DiMaggio & Powell, 1983) acts as a deterrent in terms of developing the organizational ambidexterity (Reficco & Gutierrez, 2016) necessary for the development of long-term strategies consistent with the business and social culture of BoP communities. In the context of firm risk, where a new model must be implemented even though the firm lacks the ambidexterity to manage it, a social intermediator can reduce this risk by mediating between the firm and the BoP community to the point where the risk/return logic of a firm allows the use of the core competences of the firm (Alvarez & Barney, 2008;Cole & Aitken, 2019).…”

Section: Assessing the Bop: The Challenge Of Integrating Formal Andmentioning

confidence: 99%

Bottoms up: Delivering sustainable value in the base of the pyramid

2020

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Despite a wealth of expertise involving leading institutions over at least 15 years, a base of the pyramid (BoP) model resulting in scalability has yet to emerge. We posit that institutional gaps between BoP goals of developing human and social capital on one hand and a short‐term profit focus of business on the other contribute to the lack of scalability. We address this gap by proposing a social intermediary to link the BoP with firms involved in the BoP. The social intermediary will coordinate and interpret the informal market requirements of the BoP to the firm in a “bottoms up” approach. We illustrate the bottoms up approach through a case involving Deutsche Gesellschaft fur Internationale Zusammenarbeit, a German government agency, with the garment manufacturing industry in Pakistan. The case study involves implementation of labor standards and productivity in the Pakistan garment industry, resulting in improved productivity and labor standards enabling garment manufacturers to access global supply chains.

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Section: Assessing the Bop: The Challenge Of Integrating Formal Andmentioning

confidence: 99%

Bottoms up: Delivering sustainable value in the base of the pyramid

2020

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“…Integrating information systems for the management of supply chains is crucial and it has multi-fold benefits as it can integrate the business process between various suppliers and customers and also provide a solution for information security ( Boiko, Shendryk, & Boiko, 2019 ; de Camargo Fiorini & Jabbour, 2017 ). Apart from this, the role of intermediaries and logistics are also significant in effective supply chain management ( Cole & Aitken, 2020 ). Sometimes, the international supply chain might be ruptured, and the raw material industry can sustain the flow of products only if their source of the material is within the country.…”

Section: Technology – a Weapon To End The Pandemicmentioning

confidence: 99%

A hover view over effectual approaches on pandemic management for sustainable cities – The endowment of prospective technologies with revitalization strategies

Elavarasan

Pugazhendhi

Shafiullah

et al. 2021

Sustainable Cities and Society

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“…I'm the expert." External sustainability teams, such as NGOs, are representatives of both environmental and social stakeholders (Cole and Aitken, 2020;Gong et al, 2018). External sustainability teams also facilitate SSCC processes in several ways.…”

Section: Pathway To Sustainable Supply Chain Contagionmentioning

confidence: 99%

What should you be talking about? The communication pathway to sustainable supply chain contagion

Mir

Fugate

Johnson

et al. 2021

IJPDLM

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PurposeThe purpose of this paper is to understand communication pathways and factors that cause sustainability initiatives to become contagious from downstream to upstream members of a supply chain, which is termed sustainable supply chain contagion (SSCC).Design/methodology/approachThis study takes an inductive, grounded theory approach, while utilizing established theories.FindingsThe decision to implement a sustainability initiative depends on the business case for the organization. Importantly, the findings outline several network and communication factors that overcome the weak business case and, therefore, foster SSCC. Based on these findings, a communication network model of SSCC is outlined. Network factors include the contagion pathways, the role of sustainability and top management teams and communication channels. Communication factors include the alignment of sustainability initiatives with departmental objectives, the articulation of goals and assuring the endurance of a sustainability initiative.Practical implicationsManagers can utilize the proposed model to create conditions that strengthen the business case of a proposed sustainability initiative, thus fostering SSCC. The presented findings reveal different tactics that can assist organizations in communicating sustainability initiatives in a persuasive manner, to permit the proliferation of sustainability across the supply chain.Originality/valueThis research enables a multilevel examination of the factors influencing SSCC.

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The role of intermediaries in establishing a sustainable supply chain

Cited by 48 publications

References 61 publications

Bottoms up: Delivering sustainable value in the base of the pyramid

Bottoms up: Delivering sustainable value in the base of the pyramid

A hover view over effectual approaches on pandemic management for sustainable cities – The endowment of prospective technologies with revitalization strategies

What should you be talking about? The communication pathway to sustainable supply chain contagion

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