Purchasing Social Responsibility Research Articles

Environmental Practices That Have Positive Impacts on Social Performance: An Empirical Study of Malaysian Firms

Despite many environmental studies, the literature lacks studies emphasizing the significant nature of the human–environment connection. This study focuses on the impact of manufacturing environmental practices on social performance, which is crucial for employees’ wellbeing, human development, and quality of life that lacks empirical evidence. This study searches for a mechanism to enhance social performance through sustainable practices and test the mediating effects of environmental collaboration. This study examines the proposed hypotheses on the data sample of 120 Malaysian manufacturing firms, with partial least squares structural equation modeling. Explicitly, the results reveal sustainable practices comprised of purchasing social responsibility (PSR), long term orientation (LTO), supplier assessment (SA), and environmental collaboration (EC) contribute almost 50% of social performance. Still, LTO and SA are the best practices. PSR, LTO, and SA significantly contribute 45% of EC, but LTO and PSR remain the best sustainable practices. Firms investing in these sustainable practices of improving social performance, driven by sustainability, show these are worthy strategies. Concentrating on certain sustainable practices could improve employees’ wellbeing, human development, and quality of life. The novel contribution of the study is the formulation of social performance and its empirical work testing the mediating effects of EC between sustainable practices and social performance.

The impact of Supply Chain Leadership and Followership on CSR: An empirical study about a Portuguese energy supplier

Purpose: The aim of this investigation is to identify the impact of the supply chain leadership (SCL) and followership (SCF) on corporate social responsibility (CSR), considering the moderator role of the supply chain leadership dependency (SCLD). Additionally, we considered the mediating effects of information sharing (IS), shared values (SV) and purchasing social responsibility (PSR), since these variables may help understand the chain of effects that leads to a sustainable supply chain. Methodology: This study uses a structured questionnaire to gather data from a cross-sectional sample of 425 supply chain partners from the biggest Portuguese’s energy supplier. Structural Equation Modelling is used to test the proposed hypotheses, and a multi-group analysis is conducted to find how suppliers’ dependency can impact on the suggested relationships. Findings: SCL has a positive impact on IS, SV and PSR while SCF has a positive impact on IS and SV. IS, PSR and SV have a positive impact on CSR. SCF has a direct impact on CSR, while SCL only shows indirect effects throughout the effects of the mediating variables. Dependency appears to moderate some of the proposed relationships. Implications/Originality: Better understanding the impacts and the chain of effects between supply chain leadership and CSR, also considering the role of dependency as moderating variable. The overall results may support the importance of a truly sustainable business leadership capable to promote social responsibly along the entire supply chain. It is a new approach of supply chain management, identifying how a social responsible company may lead their suppliers to adopt and develop a true and committed social responsible behaviour, and contribute to a better world. Limitations: The research considers only one company suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations to improve the possibility of generalisations.

Stakeholder Salience on Purchasing Social Responsibility Activities in Northern Malaysia: A Focus on Labour and Health & Safety

Stakeholder Salience on Purchasing Social Responsibility Activities in Northern Malaysia: A Focus on Labour and Health & Safety

Stakeholder Salience on Purchasing Social Responsibility Activities in Northern Malaysia: A Focus on Labour and Health & Safety

Stakeholder Salience on Purchasing Social Responsibility Activities in Northern Malaysia: A Focus on Labour and Health & Safety

ASSESSMENT OF LOGISTICS SUSTAINABILITY IN FAMILY FARMS BASED ON THE LSR CONCEPT

This paper is an assessment of sustainable logistics in family farms based on the LSR concept. The introduction clearly illustrates the significant contribution of logistics to the sustainable development of farms. For the purposes of this study, five Polish family farms were selected, located in the Wielkopolskie voivodeship, managing arable land with an area ranging from 32 ha to 131 ha, focused on mixed (plant + animal) production with various field arrangement patterns. This study uses a measurement methodology for logistics sustainability, addressing five key areas of LSR, i.e.: purchasing social responsibility (PSR), sustainable transportation (ST), sustainable packaging (SP), sustainable warehousing (SW) and reverse logistics (RL). According to the results, there is a weak (albeit growing) positive correlation between the logistics sustainability level and the area of land, whether it comes to specific main LSR processes or to social, environmental and economic aspects.

The Moderating Role of Strategic Integration in Performance Improvement Through Purchasing Social Responsibility in Thailand

AbstractThis research aims to understand the performance of purchasing social responsibility (PSR) through moderating effect of purchasing strategic integration. The results show that PSR directly influences purchasing performance, while the relationship between PSR and purchasing performance is partially mediated by organizational learning. Moreover, strategic integration negatively moderates the relationship between PSR and purchasing performance. This study suggests that the adoption of PSR affects the operations of both buyers and suppliers in a supply chain that further encourage organizational learning and increases purchasing efficiency. The results also show that organizations may realize this effect of PSR practices but may focus on other purchasing practices, which affects purchasing performance. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.

Intra-organisational drivers of purchasing social responsibility

Purpose This study aims to identify intra-organisational drivers that enhance the implementation of a purchasing social responsibility (PSR) approach and drivers that influence PSR throughout the phases of the process. Design/methodology/approach The conceptual framework presents PSR as a process, rather than merely a decision. It focuses on three dimensions (centralisation, specialisation and formalisation) to highlight the role and evolution of key drivers through a three-phase process (set-up, operating and sustaining). The empirical analysis is based on a single qualitative case study of Société Nationale des Chemins de Fer Français (SNCF), France’s state-owned railway company, which is particularly advanced in its PSR-related practices. Findings The intra-organisational drivers differ according to the phase of the PSR process. Transitions across the three phases entail organisational adaptation, which require the company to transform from a mechanistic to an organic structure. Research limitations/implications This research contributes to a better understanding of the PSR implementation process through an in-depth study focused on intra-organisational drivers. Although relatively understudied, these drivers play important roles. Practical implications This study identifies operational, intra-organisational leverage actions that can benefit firms that aim to adopt or maintain a PSR approach. It also provides comprehensive guidance for activating these leverages throughout the PSR implementation process, and it helps firms identify their level of PSR. Originality/value This study proposes the first processual, organisational interpretation of PSR approaches.

Purchasing Social Responsibility Activities in Malaysia: A focus in Labour, Health, and Safety

Globalisation of companies has led to international purchasing trend with multiple suppliers worldwide. However there were many issues pertaining to labour and health & safety of Asian suppliers. The purchasing function or professionals (purchasing managers) have the most interfaces and influences to suppliers and they are capable to play the most important role in suppliers’ labour issues. This qualitative, transcendental phenomenological study describes the experience of purchasing managers with regard to purchasing social responsibility (PSR) activities in labour, health and safety. In depth interviews were conducted with 16 purchasing managers working in electrical and electronics multinational corporations located in northern region of Malaysia. There are eight core themes described the nature of PSR activities experienced by purchasing managers. First, EICC code enhances PSR activities but labour standards are new and less priority than health and safety. Second, purchasing managers working in American based electrical and electronics multinational corporations are more experience in PSR activities compared with purchasing managers working in corporations with headquarters in other countries. Third, supplier audit is the most common PSR activity but it was only conducted for critical suppliers. Fourth, supplier selfassessment triggers supplier audit or improvement plan. Fifth, supplier selection only requires basic compliance in labour, health and safety standards. Sixth, short training of labour, health and safety standards is commonly arranged for all suppliers. Seventh, corrective actions are used to manage suppliers’ labour violations in occupational safety, wages, working hours, dormitories and holding of migrant passports. Eighth, issues encountered with suppliers on PSR activities included labour standards increase material pricing, suppliers reluctant to adhere to labour standards and workers preferred longer work hours in order to gain higher wages.

Retraction Note: Corporate Social Responsibility in Purchasing and Supply Chain

The purpose of this study is to understand the drivers of social responsibility in purchasing (PSR). This study replicated and extended the range of empirical application of the model developed by Carter and Jennings (Journal of Business Logistics25(1), 145–186, 2004). Consequently, the present study contributes to the nomological validity of concept of PSR or Purchasing Social Responsibility. The method used is derived from the previous study by Carter and Jennings (Journal of Business Logistics25(1), 145–186, 2004), and the present study extends the application of that method to an Asian environment. The data were 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 PSR. The findings of the present study suggest that all the six hypothesized paths have been substantiated. Individual values and people-oriented organizational culture are the most powerful predictors of PSR. This article contributes towards filling the gap in understanding the determinants of PSR in managing supply chains, particularly in an Asian context.

Ethical Climate and Purchasing Social Responsibility: A Benevolence Focus

Using a sample of multinational firms in Germany, we develop and empirically examine a model to test the effects of ethical climate and its antecedents on purchasing social responsibility (PSR). Our results show different effects of benevolence dimensions of ethical climate on PSR: employee-focused climate has no effect, but community-focused climate is a significant driver of PSR. The results also show that top management ethical norms and code of conduct implementation impact PSR directly as well as indirectly through ethical climate.

The implementation of social responsibility in purchasing in Hong Kong/Pearl River Delta

PurposeIn response to stakeholder concerns for social responsibility in global supply chains, companies have implemented codes of conduct in outsourcing activities. The purpose of this paper is to examine empirically how a multinational buying office implements its social responsibility and the codes in purchasing activities in the Hong Kong and Pearl River Delta (HK/PRD) region.Design/methodology/approachThis paper reports a case study that reviews the experience from three sourcing projects of a multinational buying office in the HK/PRD region. This company has successfully adopted purchasing social responsibility (PSR) practices for years.FindingsThe results show that the environment, ethics, health and safety, and human rights are more important than diversity, community, and financial responsibility in PSR practices in the HK/PRD region. The benefits of adopting PSR include reduced operating costs, enhanced brand image and reputation, increased sales and customer loyalty, increased productivity and quality, increased ability to attract and retain employees, and risk management. The challenges include the cost of compliance, communication with uneducated workers, conflicts among different codes of conduct and sub‐contracting.Research limitations/implicationsThe paper reflects the recent PSR situation in the HK/PRD region, primarily giving new insights for future research.Originality/valueThe paper provides empirical evidence on PSR implementation in the HK/PRD region, proposing seven core/non‐core dimensions of PSR and identifying the benefits and obstacles to its implementation. The paper provides academic and managerial guidelines for implementing PSR practices in the HK/PRD region.

RETRACTED ARTICLE: Corporate Social Responsibility in Purchasing and Supply Chain

The purpose of this study is to understand the drivers of social responsibility in purchasing (PSR). This study replicated and extended the range of empirical application of the model developed by Carter and Jennings (Journal of Business Logistics 25(1), 145-186, 2004). Consequently, the present study contributes to the nomological validity of concept of PSR or Purchasing Social Responsibility. The method used is derived from the previous study by Carter and Jennings (Journal of Business Logistics 25(1), 145-186, 2004), and the present study extends the application of that method to an Asian environment. The data were obtained from 197 respon- dents 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 PSR. The findings of the present study suggest that all the six hypothesized paths have been substantiated. Individual values and people-oriented organizational culture are the most powerful predictors of PSR. This article contributes towards filling the gap in understanding the determinants of PSR in managing supply chains, particularly in an Asian context.

Social responsibility in purchasing: the case of Thailand

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.

Purchasing social responsibility and firm performance

PurposeThis paper aims to examine how socially responsible supply management activities, a term labeled purchasing social responsibility (PSR) in the extant literature, affect a firm's costs. There has been much debate, and mixed empirical findings, regarding whether socially responsible behavior on the part of companies improves or reduces firm performance.Design/methodology/approachA survey methodology and structural equation modeling are used to assess the relationship between PSR and supplier performance, including the mediating role of organizational learning. The theoretical scope is developed through an integration of literature from logistics, corporate social responsibility, the resource‐based view of the firm, and organizational learning.FindingsNo direct relationship is found between PSR and costs; however, organizational learning and supplier performance act as key, mediating variables between PSR and costs, with PSR leading to organizational learning, improved supplier performance, and ultimately reduced costs.Research limitations/implicationsThe significant mediating roles of organizational learning and supplier performance provide one possible explanation for the past, conflicting findings of studies that have investigated the direct relationship between corporate social responsibility and firm performance.Practical implicationsThe findings suggest that PSR not only is the “right thing to do”, but also can lead to significant improvements in supplier performance and costs.Originality/valueThis is the first study to suggest and test the possibility of mediation between social responsibility and firm performance. The research also extends the integration of organizational learning and supply chain management.

Purchasing and Social Responsibility: A Replication and Extension

SUMMARYSocially responsible purchasing continues to be an area of interest from both managerial and scholarly perspectives. Socially responsible purchasing has implications for all elements of the supply chain, including suppliers, employees and customers, among others. This article empirically examines purchasing social responsibility (PSR) across a large sample of manufacturing and service organizations. It is a replication of earlier work on PSR within consumer products industries. The article models PSR across the following five constructs: diversity, the environment, human rights, philanthropy and community, and safety. Findings and specific managerial implications are presented.

THE ROLE OF PURCHASING IN CORPORATE SOCIAL RESPONSIBILITY: A STRUCTURAL EQUATION ANALYSIS

Researchers in the field of corporate social responsibility (CSR) have examined a broad array of activities including environmental management, ethical issues, the advancement of a diverse workplace, safety, human rights, philanthropic donations, and community involvement. Yet despite over 30 years of inquiry in this field, there has been no holistic, empirical investigation of the particular dimensions or sets of activities that are encompassed by CSR and the relationship between ethics and CSR. In the purchasing and supply management literature, similar sets of activities have been investigated, but generally as separate, standalone streams of research with little recognition of their potential inter‐relatedness. The current study empirically identified the dimensions of purchasing's involvement in CSR and applied the label purchasing social responsibility (PSR).

Social responsibility and supply chain relationships

Abstract We use the term purchasing social responsibility (PSR) to describe the involvement of purchasing managers in socially responsible activities. The purpose of the research is to examine the potential impact that PSR might have on supply chain relationships. Our findings suggest that PSR has a direct and positive impact on supplier performance, as well as an indirect, mediated effect through improved trust and cooperation. These findings hold important implications not only for purchasing managers but also logistics managers in the areas of customer service, distribution, and business-to-business marketing.