Abstract
The purpose of this study is to understand the drivers of Purchasing Social Responsibility (PSR). This study replicated and empirically expanded the model developed by Carter and Jennings (2004), and therefore contributes towards the nomological validity of the PSR concept. The method used is derived from the previous study by Carter and Jennings (2004). The present study extends the application of that method to an Asian environment. The data was obtained from 197 respondents in Thailand. This sample was largely composed of purchasing and supply-chain managers. Respondents were asked to indicate how different dimensions of Corporate Social Responsibility (CSR) affect the PSR. This study justified the significance of PSR empirically. Its findings suggest that all six hypothesised paths have been substantiated. Individual values and people-oriented organisational culture are the most powerful predictors of PSR. This paper contributes towards filling the gap in understanding the determinants of PSR in managing supply chains, particularly in an Asian context.
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