Institutional entrepreneurship capabilities for interorganizational sustainable supply chain strategies

Institutional entrepreneurship capabilities for interorganizational sustainable supply chain... Purpose – The purpose of this paper is to address the implementation of proactive interorganizational sustainable supply chain strategies by empirically exploring the relationship between key (inter‐)organizational resources of the initiating company and the establishment of widely accepted voluntary sustainability initiatives. Design/methodology/approach – The study is built on comparative case studies as well as literature on institutional entrepreneurship and the resource‐based view. Findings – The authors identify capabilities that enable the creation and establishment of company‐driven voluntary sustainability initiatives – namely external stakeholder integration, cross‐functional integration, the management of loosely coupled business units, supply chain implementation, process improvement and cultural framing. Originality/value – With this study, the authors introduce institutional entrepreneurship theory to supply chain management literature and show that institutional entrepreneurship theory may contribute to the question of how organizations implement their interorganizational sustainable supply chain strategies. Specifically, the study derives propositions for key resources enabling the establishment of voluntary sustainability initiatives widely accepted by participants as well as initiative‐external stakeholders. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Logistics Management Emerald Publishing

Institutional entrepreneurship capabilities for interorganizational sustainable supply chain strategies

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0957-4093
DOI
10.1108/09574091111127552
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to address the implementation of proactive interorganizational sustainable supply chain strategies by empirically exploring the relationship between key (inter‐)organizational resources of the initiating company and the establishment of widely accepted voluntary sustainability initiatives. Design/methodology/approach – The study is built on comparative case studies as well as literature on institutional entrepreneurship and the resource‐based view. Findings – The authors identify capabilities that enable the creation and establishment of company‐driven voluntary sustainability initiatives – namely external stakeholder integration, cross‐functional integration, the management of loosely coupled business units, supply chain implementation, process improvement and cultural framing. Originality/value – With this study, the authors introduce institutional entrepreneurship theory to supply chain management literature and show that institutional entrepreneurship theory may contribute to the question of how organizations implement their interorganizational sustainable supply chain strategies. Specifically, the study derives propositions for key resources enabling the establishment of voluntary sustainability initiatives widely accepted by participants as well as initiative‐external stakeholders.

Journal

The International Journal of Logistics ManagementEmerald Publishing

Published: May 24, 2011

Keywords: Corporate strategy; Supply chain management; Purchasing; Resource management

References

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