Co-constructing Organizational Sustainability Identities and Supply Chain Management Practices

Abstract

Literature on sustainability governance of supply chains typically maintains that supplying organizations can be treated as a homogenous group, and that sustainable supply chain management (SSCM) entails a unanimous set of practices. In this paper, we expose the diversity of SSCM practices and explore how organizational sustainability identities (OSI) act as their drivers. Through a comparative qualitative inquiry comprising organizations from food and metal products supply chains, we find that OSI of SSCM-practicing organizations affect i) which types of suppliers are perceived as relevant to engage in SSCM, ii) what sustainability criteria are applied to suppliers, and iii) how they are managed in diverse ways to contribute to sustainability transitions. We present a model of OSI co-construction which shows how the diversity of SSCM practices unfolds through three process dimensions, namely OSI balancing, OSI translation, and OSI structuration. This model and the empirical insights obtained document and clarify the previously unexplored link between organizational identity and impacts through SSCM practices.