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Sustainability is an important topic in supply chain management research and practice. For buying firms, one of the most pressing challenges associated with sustainable supply chain management is that they frequently do not possess sufficient information on what is occurring in their complex supply chains, as demonstrated by numerous incidents lacking sustainability. Using eight in-depth case studies across four industries and elaborating on information processing theory, we identify three forms of sustainability-related uncertainty that each firm is facing in its supply chain. We refer to them as task uncertainty, source uncertainty, and supply chain uncertainty. The study shows that the extent to which these uncertainties translate into information processing needs depends on a newly identified boundary condition labeled uncertainty intolerance. With respect to the management of such information processing needs, prior research has pointed primarily at matching information processing needs with fitting information processing capacity and secondly at mitigating information processing needs with corrective measures. This study illuminates how some innovative firms occasionally employ a more radical sustainability-driven supply chain modification mechanism. In doing so, this research exemplifies how sustainable supply chain management may eventually turn from an amendment to a firm's daily business to a decisive factor for shaping future supply chains. In addition, the study constitutes a nascent step to elevate information processing theory to the supply chain level. Keywords: sustainable supply chain management; information processing theory; uncertainty; true sustainability; sustainable business model, INTRODUCTION In 2007, Mattel recalled almost one million toys because of coatings that were considered hazardous to end customers (Story, 2007). Despite Mattel's rigorous supplier evaluation program that deploys independent [...]

Engagement in corporate environmentalism has become increasingly important across all tiers of the supply chain, from upstream raw material suppliers to downstream retailers. However, the contextual role of a firm's supply chain position (SCP) on the adoption of green supply chain management (GSCM) practices and their performance implications has not been empirically explored. We derive a conceptual model combining the contingent natural resource-based view (NRBV) with stakeholder theory. The resulting hypotheses are tested using cross-industry data of 284 firms utilizing primary and secondary data. Findings reveal a phenomenon we term the Supply Chain Position Paradox: The closer a company is located toward the end consumer, the higher its GSCM practice levels. Conversely, performance gains decrease with company proximity to the end consumer. This paradox is grounded in a mismatch between the level of five specific GSCM practice categories and their respective performance implications. The introduction of SCP as an overlooked contextual factor adds new insights into the 'GSCM practice-performance link' and extends current GSCM research. Moreover, our results yield insights to supply chain management executives in optimizing their GSCM practice portfolios. Keywords: green supply chain management; supply chain position; sustainability; survey methods; secondary data; structural equation modeling, INTRODUCTION Scholars and practitioners alike have begun to realize that the planetary ecosystem possesses multiple natural boundaries which must not be exceeded (Whiteman, Walker & Perego, 2013). The awareness of [...]

Mounting pressure for sustainable business practices has led to a greatly increased focus on highlighting sustainability drivers throughout the supply chain. While the literature has concentrated on why downstream original equipment manufacturers (OEMs) and retailers become sustainable, much less is known regarding why and how upstream suppliers implement sustainability practices. Based on findings from a cross-case analysis of eight first-tier (FT) suppliers and an integration of resource dependency theory (RDT), this study explores the drivers and mechanisms of FT supplier engagement in sustainable supply chain management. Suppliers need to understand the sustainability priorities of customers and stakeholders to derive the effective focus and depth of further upstream integration with subsuppliers. Therefore, the integration between the two functions that manage the relevant external interfaces, namely marketing (downstream and stakeholder communication) and procurement (upstream), appears to be the essential cornerstone to move beyond FT supplier compliance to actual commitment to sustainability practices. We present findings on how (1) stakeholder-related, (2) process-related, and (3) product-related drivers influence the choice and effectiveness of the procurement-marketing integration (PM integration) mechanisms. Stakeholder pressures are considered to be the principal drivers of sustainability efforts. However, on their own, they rarely provide sufficient grounds for permanent and embedded PM integration initiatives at FT suppliers. Evidence suggests that suppliers' commitment to PM integration is motivated by the opportunity to leverage sustainability initiatives in their product offerings and sustainability certificates recognizable by customers and secondary stakeholders. Keywords: sustainable supply chain management; sustainability; cross-functional integration; resource dependence theory; case study, INTRODUCTION Expectations for sustainable business practices are steadily increasing. From retailers, original equipment manufacturers (OEMs), their direct suppliers, and subsuppliers located further upstream, firms are being pressured by regulators, end [...]

Resource-based theory (RBT) suggests that purchasing and supply management (PSM) practices can help buying firms enhance their performance. Consequently, the PSM practice-performance link has undergone intense empirical investigation over the last two decades. Although most studies report a positive relationship between PSM practices and firm performance, it remains unclear whether and to what extent PSM practices relate to performance. We assess the empirical literature by conducting a meta-analysis of 99 PSM studies from an RBT perspective. Our results indicate strong support for the positive relationships among PSM practices and firm performance. Our findings contribute to the literature by underlining the relevance of PSM, identifying aspects of the PSM function that can be considered strategic and detecting areas that require additional empirical investigation. Our research also provides guidance to managers as to which PSM practices demonstrate the strongest potential for contributing to buying firm performance. Keywords: purchasing and supply management practices; firm performance; meta-analysis; resource-based theory, INTRODUCTION The outsourcing surge has led to the recognition of the purchasing and supply management (PSM) function as a potentially valuable contributor to superior firm performance (Carter & Narasimhan, 1996; [...]

Organizations face increased pressure from stakeholders to incorporate a plethora of corporate responsibility (CR) and sustainability aspects in their business practices. Legal and extra-legal demands are dynamically changing; almost no organizational function is unaffected. Owing to the outsourcing wave of the last decade, in particular purchasing and supply management (PSM) plays an ever more important role in assuring sustainable production of the firm's products offered in the marketplace. The supply base of many Western firms has become increasingly global and spend volumes have shifted towards emerging countries. In order to avoid the risk of reputational damage to the buying company, the PSM department must ensure that their international suppliers comply with their corporate codes of conduct and that environmental and social misconduct at supplier premises does not occur. In this paper, 'sustainability' refers to the pursuit of the tripartite of economic, environmental, and social performance. We contribute to prior research in the fields of sustainability and CR by extending insights of the dynamic capabilities view to analyze how the PSM function integrates sustainability aspects in its global supplier management processes. Based on four case studies in the chemical industry, we propose that profound sustainable global supplier management (SGSM) capabilities are a source of competitive advantage. These capabilities are path dependent and particularly valuable when organizations are receptive to external stakeholder pressure. Early movers in the field of SGSM reap competitive benefits to a notable extent as a result of resource accumulation and learning processes over time. Keywords: corporate responsibility; sustainability; environmental and social issues; supplier management; case studies, INTRODUCTION As a response to increased competition and cost pressure in sales markets, firms increasingly rely on a global supply base (Krause, Pagell and Curkovic 2001). This predominantly cost-focused strategy [...]