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Despite growing interest in the 17 United Nations (UN) sustainable development goals (SDGs), companies still struggle with how to implement them as part of their sustainability policies. Hence, we explore how the SDGs are adopted in supply chain management (SCM) using institutional logic as a theoretical lens. Based on a case study, we analyse 10 interviews conducted with managers and suppliers of a multinational cosmetics company recognised for its sustainability engagement. Our findings show that while the strategic level embraces the SDG framework, supply management processes are exclusively evident at the operational level. This becomes even more salient in the analysis of sustainability and commercial coexisting logics. Although sustainability logic concerns compliance with sustainability‐related regulations and external pressures, commercial logic demonstrates the effective engagement of strategic decisions in favor of profitability. Our results reveal nuances in the existing gap between the SDGs and SCM, illustrated through a typology of coexisting logics at the strategic and operational levels, adding value to the SCM literature. This paper questions the feasibility of implementing the UN SDGs along a supply chain, which opens the door for future research and new practical insights relevant to companies' daily operations. [ABSTRACT FROM AUTHOR]

Changes in lifestyles and clothing consumption patterns as paths to a sustainable society defines sharing as one of the strategies of slow fashion. Through practice theories, this research explores materials, competences and meanings that make up the practice. Thus, we sought to identify how the elements and the dynamics of clothing sharing are configured. Using a qualitative case study, data were collected through observations, semi-structured interviews (individual and group), and a focus group carried out with practitioners and providers of a collaborative store. Our results revealed that: (a) for practitioners, the practice of sharing means exclusivity, economy, and sustainable consumption; (b) for providers, the practice is linked to a conscious consumption as an opportunity for more sustainable business, including financially (c) and different materials guide the practice of sharing clothes. The elements of clothing sharing are similar between practitioners and providers; therefore, they indicate the effectiveness of the practice, in addition to pursuing sustainable consumption. The research then contributes to the development of research on sustainable consumption once it identifies management practices aimed at the collaborative consumption of clothing. [ABSTRACT FROM AUTHOR]

Due to institutional pressures faced by companies in their business environment, this paper investigates how sustainability certification adoption affects global suppliers' competences. Using multiple case studies, managers of 20 export‐oriented firms were interviewed, and secondary data were collected and analysed through inductive content analysis. Findings show normative and mimetic pressures as central for sustainability implementation by coffee suppliers. Additionally, we found that as a result of suppliers' sustainability improvement in their own operations, during the certification adoption, new competences emerged going beyond the triple bottom line dimensions, including improvements in aspects of institutional dimension of sustainability. In contrast to previous research in supply chain sustainability that emphasises coercive pressures, this paper demonstrates the role of normative and mimetic institutional pressures in developing new supplier competences. In doing so, we draw on the role of certification adoption in influencing global suppliers and hence sustainability throughout the supply chain. [ABSTRACT FROM AUTHOR]

Firm orientation is a key factor in the implementation of sustainability in supply chains (SCs). Although firms recognize the need to define strategies for success, they often overlook whatever strategies they do develop in their decision‐making process. To address this gap, we argue that the strategy tripod comprising the industry‐based view (IBV), resource‐based view (RBV), and institutional‐based view (INSBV) can influence SC orientation toward sustainability. This paper describes an investigation into this strategy tripod's impact on the cashew industry's SC sustainability orientation. Multiple case studies were conducted by gathering data from various cashew SC stakeholders. A deductive content analysis showed that, despite the existing influences from the three legs of the strategy tripod, emphasis was placed on the firm perspective (i.e., RBV), which affected SC sustainability orientation in that the industry‐ (i.e., IBV) and institutional‐ (i.e., INSBV) level views received less consideration in the creation of SC strategies. This research contributes to theory and practice by shedding light on under‐explored relations between business strategy and SC sustainability. Our results show that firms should move from pressure responsiveness to strategy management to implement sustainability‐oriented initiatives. [ABSTRACT FROM AUTHOR]

This paper argues that micro and small enterprises (MSEs) can address social supply chain sustainability using social capital elements. Through a nested case study at José Avelino fashion center, results show the prominence of internal social sustainability performance and strong elements related to a friendly and familiar connection among members of the MSE's supply chain, but their relationships remain transactional. It was established that while structural and cognitive capital exists, relational capital is limited due to a lack of trust and commitment between suppliers. This paper demonstrates how social issues can be addressed to support the pathway to a balanced response to sustainability in MSE supply chains. [ABSTRACT FROM AUTHOR]

Purpose: Changes in lifestyles and consumption have been systematically debated as paths to a more sustainable society. Hence, the sharing of garments is one of the slow fashion strategies to encourage lifestyle changes. Thus, the study aims to investigate how do practitioners and providers perceive the practice of sharing garments in Fortaleza (Brazil). Design/methodology/approach: The research is qualitative and exploratory with data collected through individual and group interviews conducted with practitioners and providers. The content analysis carried out shows some similarities concerning sharing consumption. Research, Practical & Social implications: The study contributes to theory by showing new nuances on how to research about sharing consumption and to practice by providing management insights on which actions are necessary to the practice of clothing consumption... Originality/value: In this study, sharing consumption of second-hand garment is analyzed under the lens of practice theories, which assumes the dynamics between three elements of practice: materials, skills and meanings. [ABSTRACT FROM AUTHOR]

Goal: The supply chain sustainability (SCS) literature is missing studies that specifically analyse factors that impact sustainability performance in supply chains, according to specific theoretical backgrounds. Within this context, this paper aims to understand how and why social capital theory (SCT) can inspire SCS studies and practice. In doing so, two research questions are addressed: (1) How has the SCS literature evolved in its application of the social capital theory?, and (2) What are the main sustainability performance factors studied in SCS?. Design / Methodology / Approach: A systematic literature review was developed. Data were collected from 12 years (2008-2019) in two databases (i.e. EBSCQ and Web of Science) and a total of 56 articles were selected and analysed through deductive and inductive content analysis. Results: The analysis revealed 24 performance factors that influence SCS research throughout the three sustainability dimensions (i.e. economic, environmental and social). We found that social capital makes a significant conceptual contribution to understanding how the supply chain practices (i.e. cooperation, coordination, collaboration, resource exchanges and information sharing) explain how relationships are formed and interrelated to improve SCS performance. Limitations of the investigation: The use of two databases may present limited results, which may have resulted in missing publications. Practical implications: By recognising the performance factor for SCS, managers can identify their supply chain practices and increase their strategies within the relationship. Originality / Value: By revealing the performance factors that can increase SCS, this paper reinforce how powerful SCT is to explain SCS performance. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to investigate the impact of the COVID-19 pandemic on supply chain (SC) sustainability learning. In particular, it focuses on the learning associated with changes in the sustainability initiatives of emerging economy suppliers. Design/methodology/approach: Through studying three scenarios (pre-outbreak, buyer-centred peak and supplier-centred peak) over a nine-month period, a multi-case study strategy was used to gain an understanding of the learning of export-oriented Brazilian coffee producers, using both exploitation and exploration capabilities. Content analysis was developed after each data collection phase to investigate how sustainability initiatives had changed. Findings: Social sustainability was observed to be the main priority by suppliers facing this unprecedented outbreak, in ways that go beyond expected sustainability certification requirements. For instance, there was evidence of outstanding contributions to the local community. Suppliers initially developed their sustainability initiatives during the outbreak without any support from global buyers, certification bodies or government. In spite of this, stronger relationships with buyers ultimately emerged facilitating greater SC sustainability. Consequently, by using both exploitation and exploration learning capabilities, multiple levels of learning were observed (i.e. individual, organisational and SC) as related to planning, new procedures and social awareness. Practical implications: A greater awareness of supplier learning processes will aid buyers in developing recovery plans that are appropriate for their global SC partners. Originality/value: This paper provides an understanding of how emerging economy suppliers of global SCs are coping with this unprecedented outbreak in regard to sustainability management. Moving the spotlight from buyers to suppliers, the research demonstrates that supplier learning is central to global SC sustainability. [ABSTRACT FROM AUTHOR]