KnE Social Sciences
ISSN: 2518-668X
The latest conference proceedings on humanities, arts and social sciences.
Supply Chains and Corporate Social Responsibility Orientation: An Interpretive Structural Modeling Approach
Published date: Feb 01 2023
Journal Title: KnE Social Sciences
Issue title: Economies of the Balkan and Eastern European Countries (EBEEC)
Pages: 213–233
Authors:
Abstract:
Corporate social responsibility (CSR) operations are becoming increasingly important for businesses throughout the world. It is critical to understand how stakeholders perceive these actions to achieve the intended CSR advantages. The nature of CSR motivation has been extensively discussed, yet there are still gaps in the literature, including CSR orientation. Individual enterprises are no longer pitted against one another in modern global competitiveness; instead, a company’s supply chains (SCs) are opposed to those of its competitors. To be competitive, SC partners must be aware of stakeholders’ expectations, which are increasingly focused on sustainable practices. Apart from financial performance, organizations are increasingly held liable for the environmental and social impacts of not just their own operations, but also the operations of their whole SCs, which may include second, third, or higher-tier suppliers. As a result, from raw material extraction through product recycling, an integrated approach to SC management necessitates the development and maintenance of relational capacities across SC partners. In SC collaborations, a company’s commitment to CSR can be a critical aspect. Managing CSR becomes more difficult as SCs get more sophisticated and multitiered, and it attracts greater attention. In this paper, the key drivers that shape CSR orientation are identified based on the literature and are classified into three categories: internal, external, and SC related. A conceptual model is formulated using interpretative structural modeling and MICMAC to identify interrelationships among these drivers, based on the opinions of experts from the Greek market and academia.
Keywords: supply chain, corporate social responsibility, drivers, interpretive structural modeling, Greece
References:
[1] Karmani M, Boussaada R. Corporate social responsibility and firm performance: Does institutional quality matter? Journal of Applied Accounting Research. 2021;22(4):641– 662.
[2] Alniacik U, Alniacik E, Genc N. How corporate social responsibility information influences stakeholders’ intentions. Corporate Social Responsibility and Environmental Management. 2011;18(4):234–245.
[3] Park KO. How CSV and CSR affect organizational performance: A productive behavior perspective. International Journal of Environmental Research and Public Health. 2020;17(7).
[4] Battisti E, Nirino N, Leonidou E, Thrassou A. Corporate venture capital and CSR performance: An extended resource based view’s perspective. Journal of Business Research. 2022;139:1058–1066.
[5] Oprean-Stan C, Oncioiu I, Iuga IC, Stan S. Impact of sustainability reporting and inadequate management of ESG factors on corporate performance and sustainable growth. Sustainability. 2020;12(20):1–31.
[6] Maccarrone P, Contri AM. Integrating corporate social responsibility into corporate strategy: The role of formal tools. Sustainability. 2021;13(22).
[7] Zhang Y, Yang F. Corporate social responsibility disclosure: Responding to investors’ criticism on social media. International Journal of Environmental Research and Public Health. 2021;18(14).
[8] García-Sánchez IM, Hussain N, Khan SA, Martínez-Ferrero J. Assurance of corporate social responsibility reports: Examining the role of internal and external corporate governance mechanisms. Corporate Social Responsibility and Environmental Management. 2022;29(1):89–106.
[9] She C, Michelon G. Managing stakeholder perceptions: Organized hypocrisy in CSR disclosures on Facebook. Critical Perspectives on Accounting. 2019;61:54–76.
[10] de Jong MDT, Huluba G, Beldad AD. Different shades of greenwashing: Consumers’ reactions to environmental lies, half-lies, and organizations taking credit for following legal obligations. Journal of Business and Technical Communication. 2020;34(1):38– 76.
[11] Ginder W, Byun SE. To trust or not to trust? The interplay between labor-related CSR claim type and prior CSR reputation of apparel retailers. Journal of Retailing and Consumer Services. 2022;65.
[12] Andersen M, Skjoett-Larsen T. Corporate social responsibility in global supply chains. Supply Chain Management: An International Journal. 2009;14(2):75–86.
[13] Dai R, Liang H, Ng L. Socially responsible corporate customers. Journal of Financial Economics. 2021;142(2):598–626.
[14] Wu Y, Li H, Gou Q, Gu J. Supply chain models with corporate social responsibility. International Journal of Production Research. 2017;55(22):6732–6759.
[15] Zhang M, Ma L, Su J, Zhang W. Do suppliers applaud corporate social performance? Journal of Business Ethics. 2014;121(4):543–557.
[16] Tencati A, Russo A, Quaglia V. Sustainability along the global supply chain: The case of Vietnam. Social Responsibility Journal. 2010;6(1):91–107.
[17] Zhang Z, Chen H. Media coverage and impression management in corporate social responsibility reports: Evidence from China. Sustainability Accounting, Management and Policy Journal. 2020;11(5):863–886.
[18] Curado C, Mota A. A systematic literature review on sustainability in family firms. Sustainability. 2021;13(7).
[19] Sun W, Zhao C, Cho CH. Institutional transitions and the role of financial performance in CSR reporting. Corporate Social Responsibility and Environmental Management. 2019;26(2):367–376.
[20] Schmeltz L. Getting CSR communication fit: A study of strategically fitting cause, consumers and company in corporate CSR communication. Public Relations Inquiry. 2017;6(1):47–72.
[21] Cheruiyot-Koech R, Reddy CD. Corporate social responsibility preferences in South Africa. Sustainability. 2022;14(7).
[22] Ali W, Wilson J, Husnain M. Determinants/motivations of corporate social responsibility disclosure in developing economies: A survey of the extant literature. Sustainability. 2022;14(6).
[23] Demirel P, Kesidou E. Sustainability-oriented capabilities for eco-innovation: Meeting the regulatory, technology, and market demands. Business Strategy and the Environment. 2019;28(5):847–857.
[24] Hristov I, Chirico A, Ranalli F. Corporate strategies oriented towards sustainable governance: Advantages, managerial practices and main challenges. Journal of Management and Governance. 2022;26(1):75–97.
[25] Elhajjar S, Ouaida F. Identifying the drivers of resistance to corporate social responsibility: The case of Lebanese SMEs. Qualitative Research in Organizations and Management: An International Journal. 2020;15(4):543–560.
[26] Alexandridis G, Hoepner AGF, Huang Z, Oikonomou I. Corporate social responsibility culture and international M&As. British Accounting Review. 2022;54(1).
[27] Liakh O, Spigarelli F. Managing corporate sustainability and responsibility efficiently: A review of existing literature on business groups and networks. Sustainability. 2020;12(18).
[28] Adzimah ED, Lei L, Ishawu M. Organisational culture influences on corporate social responsibility and sustainable procurement in a service sector industry. Journal of Psychology in Africa. 2020;30(5):390–396.
[29] Padilla-Lozano CP, Collazzo P. Corporate social responsibility, green innovation and competitiveness – Causality in manufacturing. Competitiveness Review. 2022;32(7):21–39.
[30] Hart SL. A natural-resource-based view of the firm. The Academy of Management Review. 1995;20(4):986.
[31] Bacinello E, Tontini G, Alberton A. Influence of corporate social responsibility on sustainable practices of small and medium-sized enterprises: Implications on business performance. Corporate Social Responsibility and Environmental Management. 2021;28(2):776–785.
[32] Mello MMM, Freitas WRS, Teixeira AA, Caldeira-Oliveira JH, Freitas-Silva LG. Corporate social responsibility in agribusiness: Evidence in Latin America. Journal of Agribusiness in Developing and Emerging Economies. 2021;11(5):538–551. 33.
[33] Zhang Q, Ahmad S. Analysis of corporate social responsibility execution effects on purchase intention with the moderating role of customer awareness. Sustainability. 2021;13(8).
[34] Jiang H, Cheng Y, Park K, Zhu W. Linking CSR communication to corporate reputation: Understanding hypocrisy, employees social media engagement and CSR related work engagement. Sustainability. 2022;14(4).
[35] Swaen V, Demoulin N, Pauwels-Delassus V. Impact of customers’ perceptions regarding corporate social responsibility and irresponsibility in the grocery retailing industry: The role of corporate reputation. Journal of Business Research. 2021;131:709–721.
[36] Xu L, Zhao Y, Wang C, Ponnapalli AR. Corporate social responsibility and corporate reputation: The moderating roles of CEO and state political ideologies. Social Responsibility Journal. 2022;18(3):501–517.
[37] Pohlmann CR, Scavarda AJ, Alves MB, Korzenowski AL. The role of the focal company in sustainable development goals: A Brazilian food poultry supply chain case study. Journal of Cleaner Production. 2020;245.
[38] Seuring S, Müller M. From a literature review to a conceptual framework for sustainable supply chain management. Journal of Cleaner Production. 2008;16(15):1699– 1710.
[39] Liu Y, Quan B, Li J, Forrest JY. A supply chain coordination mechanism with cost sharing of corporate social responsibility. Sustainability. 2018;10(4).
[40] Sen S, Bhattacharya CB, Korschun D. The role of corporate social responsibility in strengthening multiple stakeholder relationships: A field experiment. Journal of the Academy of Marketing Science. 2006;34(2):158–166.
[41] Puncheva-Michelotti P, Hudson S, Michelotti M. The role of proximity to local and global citizens in stakeholders’ moral recognition of corporate social responsibility. Journal of Business Research. 2018;88:234–244.
[42] Zamir F, Saeed A. Location matters: Impact of geographical proximity to financial centers on corporate social responsibility (CSR) disclosure in emerging economies. Asia Pacific Journal of Management. 2020;37(1):263–295.
[43] Bhalla N. Examining the impact of issue salience, issue proximity, situational motivation, and communicative behaviors on environmental CSR outcomes. Sustainability. 2022;14(5).
[44] Chang K, Kabongo J, Li Y. Geographic proximity, long-term institutional ownership, and corporate social responsibility. Review of Quantitative Finance and Accounting. 2021;56(1):297–328.
[45] Kulczycki W, Mikas S, Koenigstorfer J. Where to engage in CSR? The influence of social cause proximity on attitude toward small-sized (vs large-sized) sporting goods retailers. Sport, Business and Management: An International Journal. 2017;7(5):497– 514.
[46] Stekelorum R, Laguir I, Elbaz J. Transmission of CSR requirements in supply chains: Investigating the multiple mediating effects of CSR activities in SMEs. Applied Economics. 2019;51(42):4642–4657.
[47] Xia Y, Zu X, Shi C. A profit-driven approach to building a “people-responsible” supply chain. European Journal of Operational Research. 2015;241(2):348–360.
[48] Wang W, Zhao XZ, Chen FW, Wu CH, Tsai S, Wang J. The effect of corporate social responsibility and public attention on innovation performance: Evidence from high-polluting industries. International Journal of Environmental Research and Public Health. 2019;16(20).
[49] Asif MS, Lau H, Nakandala D, Fan Y, Hurriyet H. Adoption of green supply chain management practices through collaboration approach in developing countries – From literature review to conceptual framework. Journal of Cleaner Production. 2020;276:124191.
[50] Chauhan C, Kaur P, Arrawatia R, Ractham P, Dhir A. Supply chain collaboration and sustainable development goals (SDGs). Teamwork makes achieving SDGs dream work. Journal of Business Research. 2022;147:290–307.
[51] Chauhan C, Singh A. Modeling green supply chain coordination: Current research and future prospects. Benchmarking: An International Journal. 2018;25(9):3767– 3788.
[52] Warfield JN. Developing interconnection matrices in structural modeling. IEEE Transactions on Systems, Man, and Cybernetics. 1974;SMC-4(1):81–87.
[53] Iqbal M, Ma J, Ahmad N, Hussain K, Usmani MS. Promoting sustainable construction through energy-efficient technologies: An analysis of promotional strategies using interpretive structural modeling. International Journal of Environmental Science and Technology. 2021;18(11):3479–3502.
[54] Kundu GK, Perwez SK. ISM-MICMAC approach for analysis of project-based learning barriers. Journal of International Education in Business. 2022;15(1):9–31.
[55] Duperrin JC, Godet M. Methode de hierarchisation des elements d’un systeme. Report No. R-45-41. Paris; 1973.
[56] Onososen AO, Musonda I. Perceived benefits of automation and artificial intelligence in the AEC sector: An interpretive structural modeling approach. Frontiers in Built Environment. 2022;8.
[57] Ahmad N, Qahmash A. SmartISM: Implementation and assessment of interpretive structural modeling. Sustainability. 2021;13(16):8801.
