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Developing a Focal Firm's Sustainable Supply Chain Framework: Drivers, Orientation, Practices and Performance Outcomes.

机译：开发重点企业的可持续供应链框架：驱动力，方向，实践和绩效成果。

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摘要

As global pressures to address climate change intensify, the costs of natural resources increase, public health and safety concerns grow, and diverse consumption patterns emerge, sustainability has become critical for competing in international markets (Epstein, 2008; Lubin and Esty, 2010; Wu and Pagell, 2011). The goal of sustainability is grounded in the concept of the triple bottom line, which indicates that balancing objectives related to profits, the planet, and people is essential for corporations as they grow and compete in the global economy (Kleindorfer et al., 2005).;Taking advantage of a broad and systemic approach to addressing sustainability issues, researchers increasingly acknowledge that linking sustainability with the supply chain is a crucial step for operations management (Hall, 2000; Zhu and Sarkis, 2004; Koplin et al., 2007; Matos and Hall, 2007). Despite a growing number of studies on sustainability from the point of view of the supply chain (Linton et al., 2007; Carter and Rogers, 2009; Pagell and Wu, 2009; Pullman et al., 2009), few researchers have developed an empirically based integrative research framework grounded in relevant theories. In particular, the literature lacks research that empirically examines the nomological network of sustainable supply chain encompassing drivers, strategy, practices, and performance outcomes with consideration for all three dimensions of sustainability (economic, environmental, and social performance) (Elkington, 1994, 1997; Kleindorfer et al., 2005; Seuring and Muller, 2008).;Drawing from the theoretical lenses of institutional theory (DiMaggio and Powell, 1983), strategic choice theory (Child, 1972), strategic orientation (Venkatraman, 1989), and the resource-based view of firms (Barney, 1991), this dissertation presents a framework, by taking a holistic view, of a sustainable supply chain aimed at explaining the relationships between the antecedents, strategic orientation, supply chain practices, and performance outcomes.;To develop reliable and valid instruments, this study conducted vigorous research methods, including pretest, structural interview, and pilot study (n=34). The hypothesized relationships in the proposed model are tested using structural equation modeling (SEM) from a large-scale survey of 212 U.S. manufacturing firms. Adopting Anderson and Gerbing's (1988) two-step approach, this study first tested confirmatory factor analysis (CFA) measurement model to establish validity and reliability of the scales. Next, the structural relationships were tested. Overall, 10 out of 15 hypotheses are supported, indicating that the proposed model may need to be revised. To find alternative significant paths, revised structural model with additional paths is conducted.;The empirical findings suggest that (1) external pressures (EPs) not only have a direct effect on firms' strategic sustainability orientation (SSO), but also have an indirect effect on it through top leadership culture (TLC) for sustainability, (2) higher SSO enables firms to implement sustainable supply chain-based activities, (3) sustainability performance is realized only through firms' internal operations management practices, (4) supplier management practices do not have a direct effect on sustainability performance, rather they indirectly influence sustainability performance through their effect on operations management practices, and (5) customer management practices influence the social dimension of a firm's sustainability performance.;In sum, the contributions of this research are threefold: (1) identifying sustainable supply chain practices that consider the triple bottom line perspective in the context of the U.S. manufacturing industry, (2) identifying and developing the constructs for focal firms' sustainable supply chains, encompassing drivers, SSO, core sustainability practices, and performance outcomes, and (3) empirically validating how firms generate sustainable competitive advantage through sustainable supply chain practices.
机译：随着全球应对气候变化的压力加剧，自然资源成本增加，公共卫生和安全问题日益严重以及各种消费模式的出现，可持续性已成为在国际市场上竞争的关键（Epstein，2008； Lubin和Esty，2010； Wu和Pagell，2011年）。可持续发展的目标是建立在三重底线的概念基础上的，这表明与利润，地球和人有关的平衡目标对于公司在全球经济中成长和竞争所必不可少（Kleindorfer等，2005）。利用广泛而系统的方法来解决可持续性问题，研究人员越来越认识到，将可持续性与供应链相联系是运营管理的关键步骤（Hall，2000； Zhu and Sarkis，2004； Koplin等，2007； 2007）。 Matos和Hall，2007年）。尽管从供应链的角度对可持续性进行了越来越多的研究（Linton等，2007； Carter和Rogers，2009； Pagell和Wu，2009； Pullman等，2009），但很少有研究者开发出一种可持续发展的方法。基于经验的基于相关理论的综合研究框架。尤其是，文献缺乏研究以可持续性的所有三个方面（经济，环境和社会绩效）为考量，考察了包括驱动力，战略，实践和绩效结果在内的可持续供应链的法理网络（Elkington，1994，1997）。 ; Kleindorfer等人，2005; Seuring和Muller，2008）;从制度理论的理论视角（DiMaggio和Powell，1983），战略选择理论（Child，1972），战略取向（Venkatraman，1989）和本文以企业的资源为基础（Barney，1991），通过整体观点提出了一个可持续供应链的框架，旨在解释先行者，战略定位，供应链实践和绩效结果之间的关系。 ；为了开发可靠和有效的工具，本研究进行了有力的研究方法，包括预测试，结构访谈和试点研究（n = 34）。拟议模型中的假设关系使用结构方程模型（SEM）进行了测试，该模型来自对212家美国制造公司的大规模调查。本研究采用Anderson和Gerbing（1988）的两步法，首先测试了验证性因子分析（CFA）测量模型，以建立量表的有效性和可靠性。接下来，测试了结构关系。总体而言，支持15个假设中的10个，这表明可能需要修改提议的模型。为了找到替代的重要路径，我们对结构模型进行了修正，并增加了路径。实证结果表明：（1）外部压力（EP）不仅直接影响企业的战略可持续发展方向（SSO），而且具有间接影响。通过高层领导文化（TLC）对可持续性的影响，（2）更高的SSO使公司能够实施基于可持续供应链的活动，（3）仅通过公司的内部运营管理实践来实现可持续性绩效，（4）供应商管理做法对可持续性绩效没有直接影响，而是通过其对运营管理实践的影响间接影响可持续性绩效，并且（5）客户管理实践影响企业可持续性绩效的社会影响。研究包括三个方面：（1）确定考虑了三重底线的可持续供应链实践从美国制造业的角度来看，（2）识别和开发重点公司的可持续供应链的结构，包括驱动因素，SSO，核心可持续性实践和绩效结果，以及（3）凭经验验证公司如何产生可持续竞争力通过可持续供应链实践获得优势。

著录项

  • 作者

    Yang, Ma Ga.;

  • 作者单位

    The University of Toledo.;

  • 授予单位 The University of Toledo.;
  • 学科 Business Administration Management.;Sustainability.
  • 学位 D.M.E.
  • 年度 2013
  • 页码 311 p.
  • 总页数 311
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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