The adoption of sustainable supply chain management and the role of organisational culture: a Chinese perspective

Abstract

ABSTRACT At present, scholars have thought little of the drivers for sustainable supply chain management (SSCM) in developing countries. Drawing upon the Theory of Planned Behaviour (TPB) and Competing Value Framework (CVF) of organisational culture, this study investigates how the drivers for SSCM motivate Chinese firms to adopt SSCM practices and how such effects are moderated by organisational culture. The results of a survey of 209 firms in China suggest that the eight driving factors for SSCM have significantly impact on SSCM adoption. In addition, organisational culture plays different roles in the relationships between these three dimensions of the driving force and SSCM adoption. Team-based culture and hierarchy culture do not moderate the relationship between SSCM drivers and practices. Market-oriented culture positively moderates the relationship between subjective norm and SSCM practices and negatively moderates the relationship between perceived behavioural control (PBC) and SSCM practices. Active culture has positive moderating effect on the relationship between attitude and SSCM practices, as well as between subjective norm and SSCM practices, but has negatively moderating effect on the relationship between PBC and SSCM practices. The study provides meanings insights into the implementation of SSCM in the context of developing countries.