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Summary Sustainable Supply Management (325237)
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This summary includes all mandatory papers of sustainability (2023).
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All mandatory articles Sustainable SupplyManagement course (325237-2023)
,Inhoudsopgave
Making sustainability sustainable ............................................................................................ 3
Shareholder value effects of ethical sourcing: comparing reactive and proactive initiatives . 10
Supplier development for sustainability: contextual barriers in global supply chains ............ 14
A systematic review of sustainable supply chain management in global supply chain .......... 22
A more sustainable supply chain ............................................................................................ 30
Alliance governance mechanisms in the face of disruption .................................................... 34
Inter-organizational governance: a review, conceptualization and extension ....................... 47
Product design and business model strategies for a circular economy .................................. 51
Diffusion of environmental business practices: A network approach ..................................... 58
Sustainable purchasing and supply management: a structured literature review of definitions
and measures at the dyad, chain and network levels ............................................................. 63
Environmental purchasing and supplier management (EPSM): Theory and practice ............. 69
Ethical issues in international buyer–supplier relationships: a dyadic examination ............... 73
Toward Resilient Agriculture Value Chains: Challenges and Opportunities ............................ 78
Short of drugs? Call upon operations and supply chain management ................................... 83
The Triple-A Supply Chain ....................................................................................................... 86
,Making sustainability sustainable
Abstract
The article discusses how most research and practice in sustainable supply chains has prioritized
economic interests over environmental and social ones. The authors argue that this approach is
insufficient to achieve truly sustainable supply chains, and propose a new approach called the
Ecologically Dominant logic, where environmental and social interests take precedence over
economic ones. The article provides examples of how this new approach can be implemented in
practice and offers suggestions for future research. The authors aim to shift the focus from simply
reducing negative impacts to creating truly sustainable supply chains.
Introduction
The article argues that previous research on sustainable supply chains has been limited by an
instrumental logic that prioritizes economic performance over sustainability, leading to research that
focuses on how existing firms can reduce their harm while maintaining or increasing profits. The
authors propose an alternative Ecologically Dominant (ED) logic that places environmental issues as
the top priority, followed by social issues, and then economic performance. The ED logic seeks to
create a truly sustainable supply chain, rather than just reducing harm from a single focal firm.
The dominant focus on economic measures in sustainable supply chain research is a norm that drives
both practice and theory development. They argue that changing
this norm is critical for sustainability and propose that research
should shift its focus from individual firms to society at large.
The ED logic is developed based on the principals of Whetten (1989),
Sutton and Staw (1995), and Katz and Kahn (1966), and prioritizes
trade-offs to protect the environment and society. For example,
when faced with a trade-off between economic performance and
the environment, the ED logic would prioritize the environment. The
authors argue that this normative or prescriptive logic describes
what should happen to create truly sustainable supply chains.
There is also critiques on previous research for focusing on the focal
firm's profits rather than the entire supply chain's future impact on
the environment and society. The authors argue that this approach
cannot lead to truly sustainable supply chains because it prioritizes
profits over other sustainability outcomes, including the survival of society and the environment.
Overall, the article proposes an alternative Ecologically Dominant logic that aims to create truly
sustainable supply chains by prioritizing environmental and social issues over economic performance.
The authors argue that this shift in research focus is critical for sustainability and could lead to
regulatory policies and firm decisions that prioritize sustainability outcomes beyond just the profits
of individual firms.
The need for a new logic
The text discusses the need for a new way of thinking to achieve sustainability in supply chain
management. It emphasizes the importance of considering culture, logic, and cognition. Culture
refers to the values, beliefs, and ideology of an organization or society, while logic and cognition are
the underlying problem-solving routines and cognitive elements that drive decision-making.
The text argues that the current instrumental logic underlying the Triple Bottom Line (TBL) approach
to sustainability is limiting progress toward sustainability. Instead, the authors suggest the
, Ecologically Dominant logic as a means of achieving sustainability. This logic emphasizes the
importance of ecological considerations in decision-making and is expected to engender different
cognitions, decisions, and outcomes.
The text then reviews how sustainability has been operationalized in supply chain management
literature using representative concepts. It highlights that while many of these concepts claim to be
integrative, their implementations have shown them to be instrumental, which hinders the
development of true sustainability.
Overall, the text argues that a shift in thinking towards the Ecologically Dominant logic is necessary to
achieve sustainability in supply chain management. This requires a deeper consideration of culture,
logic, and cognition in decision-making processes.
Sustainability as a (potentially) integrated logic
The Triple Bottom Line (TBL) is a popular concept in sustainability that was coined by Elkington in
1994 and was further popularized in his book in 1998. The TBL includes three dimensions of
performance: social, environmental, and financial. The TBL aspires to treat each of its three aspects
with equal importance and is often used synonymously with sustainability. However, using the TBL as
a means of capturing a chain’s performance is problematic as a significant amount of research uses
the term “sustainability” when only the economic and environmental aspects are being examined.
Moreover, the TBL may not be as inclusive of all stakeholders as previous research has presented it.
Although stakeholder theory places the supply chain in the center of the stakeholder network, it is
challenging to align incentives to promote sustainability. There is a lack of incentives for individual
actors to change their behavior, which gives firms and supply chains an "out" regarding sustainability.
The Natural Resource-Based View (NRBV) is an integrative theory of sustainability that was proposed
in 1995 by Hart. The NRBV considers the natural environment as a key constraint. However, research
has been too focused on short-term economic gains from being green, and sustainability research
and practice have mainly been done in an instrumental fashion focusing on a single firm or single
supply chain becoming less unsustainable.
Sustainability should be addressed and measured in an integrative fashion to account for the impacts
on all stakeholders. The TBL and NRBV are conceptually integrative. However, there is little research
and even less practice that occurs in this manner. Some of the literature attempts to deal with this
issue by finding "wins" for all aspects of sustainability
Win-Win perspectives
The article discusses the concept of "win-win" in sustainability research and how it has influenced
business practices. The idea of win-win, as explained by Porter in 1991, is that environmental
protection and economic competitiveness are not conflicting goals but can coexist. Properly
constructed regulatory standards can encourage innovation that helps supply chains stay competitive
while being environmentally friendly. The quality "revolution" of the 1980s, as described by Porter
and van der Linde in 1995, is similar to the change in perspective they advocate regarding pollution.
They argue that pollution elimination could use many of the same principles embodied in quality
management, especially using inputs more efficiently, eliminating hazardous materials, and
eliminating unneeded process steps to reduce pollution while increasing profits.
A newer form of the win-win perspective can be found in Porter and Kramer's concept of creating
shared value (CSV), which they define as "policies and operating practices that enhance the
competitiveness of a company while simultaneously advancing the economic and social conditions in
the communities in which it operates." However, this concept has been criticized for giving the three
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