Extending the TOE Framework with Knowledge Transfer to Enhance Sustainable Supplier Performance in the Oman Maritime Logistics Sector

PurposeAs focal buyers implement sustainable supplier management (SSM) to advance their supply chain sustainability, the purpose of this paper is to provide a more nuanced understanding of how buyers’ use of power may incite varying perceptions of justice from suppliers that affect sustainable supplier performance (SSP).Design/methodology/approachThis paper draws on multidisciplinary literature and collects empirical data from 181 supplying firms in China to examine the complex links among power use, justice, SSM, and sustainable performance using partial least squares structural equation modeling.FindingsBoth coercive and reward buyer power can facilitate SSM implementation and justice perception moderates the impact of SSM on SSP. Furthermore, coercive power adversely influences justice evaluation, thereby attenuating the effect of SSM on performance.Research limitations/implicationsThis study complements and extends sustainable supply chain management research by evaluating SSM: on environmental, social and economic performance; from the perspectives of suppliers; and in an emerging market where many suppliers of Western firms are located. It also adds to behavioral SCM research by examining how buyers’ exercise of power might influence suppliers’ justice perception.Practical implicationsTo implement SSM, focal buyers cannot simply issue codes of conduct to suppliers and ignore suppliers’ disposition to commit to standards. While coercive power might be convenient and tempting for buying firms, managers ought to be judicious in the use of coercion.Originality/valueThis is the first large-scale empirical investigation on the links among power use, justice, SSM and sustainable performance from the perspectives of suppliers in an emerging economy.

Purpose– The purpose of this paper is to introduce a methodology to identify sustainable supply chain key performance indicators (KPI) that can then be used for sustainability performance evaluation for suppliers.Design/methodology/approach– Initially the complexity of sustainable supply chain performance measurement is discussed. Then, a two-stage method utilizing neighborhood rough set theory to identify KPI and data envelopment analysis (DEA) to benchmark and evaluate relative performance using the KPI is completed. Additional analysis is performed to determine the sensitivity of the KPI set formation and performance results.Findings– The results show that KPI can be determined using neighborhood rough set, and DEA performance results provide insight into relative performance of suppliers. The supply chain sustainability performance results from both the neighborhood rough set and DEA can be quite sensitive parameters selected and sustainability KPI sets that were determined.Research limitations/implications– The data utilized in this study are illustrative and simulated. Only one model for the neighborhood rough set and DEA was utilized. Additional investigations using a variation of rough set and DEA models can be completed.Practical implications– This tool set is valuable for managers to help identify sustainable supply chain KPI (from among hundreds of potential measures) and evaluate sustainability performance of various units within supply chains, including supply chain partners, departments, projects and programs.Social implications– Sustainability incorporates many business, economic and social implications. The methods introduced in this paper can help organizations and their supply chains become more strategically and operationally sustainable.Originality/value– Few tools and techniques exist in the sustainable supply chain literature to help develop KPIs and evaluate sustainability performance of suppliers and the supply chain. This paper is one of the first that integrates neighborhood rough set and DEA to address this important sustainable supply chain performance measurement issue.

Sustainable supplier management literature is mainly on sustainable supplier selection but sustainable supplier performance monitoring & evaluation studies are scarce. Furthermore, the studies do not differentiate the sustainability evaluation criteria between the supplier selection and monitoring & evaluation stages. To bridge this gap, this study aimed to monitor & evaluate sustainability performance of the suppliers of a focal manufacturing company in automotive sector with the TBL approach. Toward that end, we questioned and tried to identify first the sustainable supplier selection and monitoring & evaluation differentiating criteria, and then, how we can rank and rate the sustainable suppliers for developmental purposes in the monitoring & evaluation phase. 21 criteria were determined for sustainable supplier performance in monitoring & evaluation by a detailed literature review and taking the opinions of the focal company. Then, decision makers assessed sustainability dimensions and determined criteria related to these dimensions. The weights of dimensions and criteria were calculated by Interval-Valued Intuitionistic Fuzzy AHP method. Then, sustainability performances of selected suppliers from the focal company’s portfolio were ranked by using Fuzzy EDAS, Fuzzy CODAS and Fuzzy MOORA methods. The results show that sustainable supplier monitoring & evaluation criteria involve a mix of external criteria (rules and regulations) and internal criteria (suppliers’ values). This finding helps us understand how we can have a more relaxed criteria set involving basic external criteria while selecting suppliers to have access to a more innovative and diverse supplier space and then have more challenging internal and external criteria to monitor & evaluate those suppliers toward true sustainability.

Supplier sustainability performance evaluation using the analytic network process

This study examines the effect of internal dynamic capabilities i.e., digital leadership, environmental awareness, and organizational learning, on sustainable supply chain performance as studied in the logistics sector. It builds on the Dynamic Capabilities Theory by combining notions of green innovation and sustainability and fills the growing gap in the existing literature. Despite the fact that these domains have been extensively studied independently, there has been limited research examining how internal capabilities contribute to green supply chain innovation (GSCI) that in turn results in sustainability outcomes, especially in the case of emerging markets. Seven hypotheses were tested using Partial Least Squares Structural Equation Modeling (PLS-SEM) analysis of data collected from 312 logistics and supply chain professionals in Jordan. This study shows that each of the three capabilities has a major effect on GSCI and therefore sustainable performance. Linking the most influential predictor of sustainability outcome to sustainable supply chain performance, as indicated by the strongest effect (β = 0.825, p < 0.001) between GSCI and sustainable supply chain performance, and followed by significant coefficients between the sustainable information processing (β = 0.261, p < 0.01), and information capabilities (β = 0.297, p < 0.001), indicates that the theory is more suited to GSCI. In particular, digital leadership had the largest impact on the green innovation (β = 0.481, p < 0.001), indicating that the role of digitally driven leadership is to facilitate eco-innovation. In addition, this intermediate factor, GSCI, serves as a variable that mediates relationships between the capabilities and the sustainability outcomes. As the results here suggest, leveraging internal capabilities is a very tangible channel for green innovation that has important ramifications for practitioners and policymakers facing resource constraints.

Type-2 fuzzy multi-objective DEA model: An application to sustainable supplier evaluation

Explanatory factors for variation in supplier sustainability performance in the automotive sector – A quantitative analysis

PurposeAlthough climate change-related risks affect all stakeholders along the supply chain, the potential impact on small and micro-sized suppliers is incredibly excessive. The corresponding toll of these climate risk threats on the mental health and well-being of owners of small and micro-sized suppliers can adversely affect their participation in sustainability efforts, ultimately impacting the firm's performance. This often-overlooked dynamic forms the core of our research. We probe into two pivotal aspects: how industry dynamism and climate risk affect the mental health and well-being of owners of small and micro-sized suppliers and how, in turn, dictate involvement and, consequently, supply chain sustainability performance. This is further nuanced by the moderating role of the abusive behavior of buyers.Design/methodology/approachOur study is built on resource dependency theory and the supporting empirical evidence is fortified by a mixed-methods sequential explanatory design. This study comprises three phases. In the first phase, our experiment examines the effect of industry dynamism and climate risk exposure on sustainable supply chain management performance. Hypotheses H1a and H1b are tested in the first phase. The second phase involves using a survey and structural equation modeling to test the comprehensiveness of the model. Here, the relationship between industry dynamism, climate risk exposure, mental health and well-being of owners of small and micro-sized supplier firms, supplier involvement and sustainable supply chain management (H2–H7) is tested in the second phase. In the third phase, we adopt a qualitative approach to verify and provide descriptive explanations of phase two findings.FindingsOur findings underscore the significance of small and micro-sized suppliers in sustainability, offering invaluable insights for both theoretical understanding and practical implementation. Our study highlights that buyers must allocate sufficient resources to support small and micro-sized supplier firms and collaborate closely to address climate change and its impacts.Practical implicationsThe key takeaway from this study is that buyer firms should consider SDG 3, which focuses on the good health and well-being of their employees and the mental health and well-being of owners of small and micro-sized suppliers in their upstream supply chain. This approach enhances sustainability performance in supply chains.Originality/valueThis is one of the first studies that shows that industry dynamism and climate risk exposure can negatively impact small and micro-sized suppliers in the presence of a contextual element, i.e. abusive behavior of buyers, and ultimately, it negatively impacts sustainable supply chain performance dimensions.

In today‘s world, highly competitive global operating environment have much concerns as well as attention is focused in the direction of climatic changes and additional ecological concerns. These concerns are not only articulated by campaigners or researchers, but by the common man as well, which has directed to the ultimatum for corporations to take action for sustainability. The public gradually holds corporations responsible for ecological misconduct in their supply chains. To counterbalance that threat companies, start fresh approaches to develop sustainable supply chain. In spite of that suppliers often are unsuccessful to appropriately contribute fresh approaches. This paper presents an approach which evaluates sustainable supplier's performance in supply chain management (SCM) using Differential Evolution to select the efficient suppliers providing the maximum fulfillment for the sustainable criteria determined. Finally, three illustrative cases on automotive & pulp and paper industry validate the application of the present approach.

PurposeThe purpose of this paper is to empirically investigate the impact of a mature supplier performance measurement system (SPMS) adoption all along its lifecycle phases (i.e. design, implementation, use and review) on the suppliers’ performance.Design/methodology/approachThe research hypotheses have been tested on a final sample of 147 pairs of buyer-supplier responses, collected by means of a dyadic survey involving manufacturing firms and one key supplier of their choice. The research framework has been tested through a structural model using PLS regression.FindingsConsidering the joint effect of all the four SPMS phases on supplier performance, the findings show that the system use and review play a prominent effect: the former have a positive impact on supplier quality, delivery and sustainability performance; the latter positively affects supplier delivery, innovation and sustainability. A mature design displays a positive effect on supplier sustainability performance, while a mature implementation results to negatively affect supplier innovation performance. Finally, cost performance is not impacted by any of the four phases.Originality/valueThis study contributes to the open debate regarding the relationship between SPMSs and actual supplier performance improvement. In particular, the lifecycle perspective is introduced to clearly distinguish among each phase of adoption and assess their relative impact on supplier performance. Besides, the dyadic nature of the study allows to investigate different subcomponents of supplier performance jointly considering the buyer company and supplier company perspective, thus achieving a more insightful and robust information.

PurposeAs large multinational firms are increasingly tasked with developing sustainable supply chains, their role in improving the sustainability performance of their suppliers is critical. This paper examines the dual role of a buyer firm, as a customer and as an important stakeholder, and identifies several attributes of the buyer firm and the dyadic relationship that could help improve the sustainability performance of suppliers.Design/methodology/approachA dyadic multi-year dataset is created using financial and customer data from the Compustat database and sustainability data from MSCI ESG ratings database. The hypotheses are tested using econometric panel data techniques.FindingsThe findings indicate that a buyer's legitimacy is a key factor that affects supplier's sustainability performance. The effect of legitimacy is much higher when the buyer and supplier firms have an aligned focus on similar sustainability dimensions. The market power of the buyer also increases the effect of legitimacy, though power without legitimacy is not effective.Originality/valueThe study expands the understanding of how buyer firms can influence suppliers on sustainability by highlighting the key role played by legitimacy and aligned focus and the supporting role of market power. The study contributes to both the stakeholder salience literature and the buyer–supplier relationship literature by showing evidence for complementarity between market power and legitimacy. Buyer firms can use the results of the study to focus their efforts on suppliers where a significant improvement in sustainability can be expected.

This study aims to investigate the moderated mediation model in which leadership support for functional integration complements sustainable supplier selection to enhance a firm’s sustainability performance by promoting sustainable supplier development practices. We tested the proposed hypothesis using 289 data collected from multiple sources of manufacturing firms. Our results reveal that sustainable supplier selection indirectly enhances a firm’s sustainability performance via sustainable supplier development practices. In addition, our results highlight that leadership support for functional integration strengthens this indirect relationship. This study contributes to the sustainability management literature by providing insights into how firms promote sustainability performance by combining leadership with sustainable supplier management.

This study investigates the impact of potential suppliers' sustainability performance (measured by environmental, social, and governance performance) on customer firms' supplier selection decisions. Our findings suggest that potential suppliers (vendors) with better sustainability performance are more likely to be selected as actual suppliers. Moreover, we find that customer firms with better sustainability performance, those operating in competitive industries, and state‐owned customer firms are more inclined to opt for sustainable suppliers. Furthermore, our analyses indicate that the positive influence of vendors' sustainability performance on the likelihood of being selected is more significant for vendors who hold non‐leading industrial positions or face high uncertainty. In addition, by focusing on actual customer‐supplier relationships, we find that customer firms benefit from collaborating with more sustainable suppliers. Overall, this study provides valuable insights into the role of corporate sustainability in supply chain management.

The rationale for prioritizing sustainability in our world, where climate change and unplanned population growth have increased noticeably and resources are exhausted, has affected almost every sector. The logistics sector, which is one of these sectors and undoubtedly directly affects the living resources, constitutes the subject of our study. The study deals with the logistics activities carried out by the companies on the basis of sustainability and the aim of the article is to provide a framework that will contribute to the sustainability initiative of the companies carrying out logistics activities. It provides gains to the literature by investigating the important factors that greatly affect the performance of logistics activities. Accordingly, logistics activities are detailed under the titles of environmental impact, waste management, transportation and warehouse management, resource usage, social impact, internal factors, external factors, and logistics performance factors. These titles are the main dimensions that emerged as a result of literature research and expert opinions. The most important sub-criteria that affect the sustainable logistics performance, which are handled within the scope of the main dimensions, have been determined as 44 with Pareto analysis. These determined parameters are analyzed with the formation of a comprehensive structural model and their importance levels are interpreted, and the findings are interpreted. It is compared with the DEMATEL method. The results of this study, in which sustainable logistics practices are at the forefront, form the basis for improving the sustainability performance of the logistics sector.

This study explores the impact of information technology (IT) integration and supplier participation on the management and enhancement of supplier sustainability performance, addressing a research gap in understanding how collaborative IT systems and supplier involvement jointly influence sustainable practices. By analyzing a global dataset of manufacturing firms, we employ a quantitative research methodology to test a conceptual model that examines these relationships. The findings demonstrate that IT integration with suppliers significantly fosters sustainable management practices, which subsequently improve suppliers’ sustainability performance. Furthermore, the study reveals that the effectiveness of IT integration is significantly enhanced when suppliers are actively involved, underscoring the importance of collaboration in driving sustainability outcomes. These insights contribute to the literature on supplier sustainability management by highlighting the synergistic role of IT and supplier engagement. Future research should explore the long-term effects of IT integration on sustainability performance across diverse industries, investigate the role of emerging technologies such as blockchain and artificial intelligence in supplier collaboration, and examine the impact of cultural and organizational differences on the effectiveness of IT-driven sustainability initiatives. This study provides practical guidance for manufacturers aiming to optimize their sustainability efforts through strategic IT integration and supplier involvement.