Global supply chains research has shown that advanced economy retail firms using codes of conduct to enforce suppliers’ compliance with labor standards has had limited effects on working conditions in developing economies. However, it is not known whether the management and organizational context within the retail firm itself may be responsible for their ineffective social compliance enforcement. In fact, recent evidence suggests that retailers’ social compliance enforcement may be undermined by conflicting demands originating from siloed functions within the retail firm. We adopt a management and organizations perspective to describe social compliance integration among supplier-facing functional units within the retail firm as a prerequisite for effective social compliance enforcement and subsequently for supply chain effectiveness and social responsibility. We develop a theoretical framework that defines the cross-functional components of social compliance integration and its organizational determinants, and explains how it creates more effective and responsible supply chains. Our work uncovers necessary organizational conditions for the effectiveness and sustainability of global supply chains, emphasizes the importance of cross-functional coordination in the management of an organization’s business ecosystem, and explains how socially conscious organizations can minimize decoupling of non-financial sustainability goals.