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Ensuring Corporate Social and Environmental Responsibility Through Vertical Integration and Horizontal Sourcing

机译：通过垂直整合和水平采购确保企业社会和环境责任

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Firms have recently vertically integrated with suppliers to ensure corporate social and environmental responsibility (CSER) in sourcing. We investigate the conditions under which CSER concerns will drive vertical integration, and how actions of nongovernmental organizations (NGOs) impact CSER. This paper is inspired by Taylor Guitars's acquisition of an ebony mill in Cameroon to ensure CSER. Whereas the majority of the responsible sourcing literature focuses on auditing as a mechanism for addressing CSER, we study vertical integration as an alternative. Our analysis confirms that CSER can be a potential driver of vertical integration aside from other well-known drivers. We analyze game-theoretical models where a firm can vertically integrate to potentially eliminate CSER risks. Two innovative features of our models are demand externalities (namely, a firm's CSER violation can positively or negatively affect its competitor's demand) and horizontal sourcing (namely, a vertically integrated firm can sell responsibly sourced supply to a competitor). We show that a firm's CSER strategy depends on the risk of a CSER violation exposure, the level of demand externalities (positive or negative), and whether horizontal sourcing is feasible. We find that in industries where horizontal sourcing is unlikely, firms stay disintegrated under a low CSER violation exposure risk and vertically integrate under a moderate CSER violation exposure risk. Surprisingly, firms may stay disintegrated under a high CSER violation exposure risk combined with strongly negative demand externalities. In contrast, firms vertically integrate under moderate-to-high CSER violation exposure risk when horizontal sourcing is possible but may not share responsibly sourced supply through horizontal sourcing under strongly positive demand externalities. We show that firms should be conscious about demand externalities and the possibility of horizontal sourcing in the industry when considering vertical integration for CSER. We also provide guidance to NGOs interested in promoting CSER. When horizontal sourcing is unlikely, NGOs should specify both violating and nonviolating firms in their reports, but not over-scrutinize firms; whereas when horizontal sourcing is possible, NGOs should allocate more resources for scrutinizing firms' CSER violations and create industry-wide violation reports, while avoiding naming of specific firms in their reports.
机译：公司最近与供应商垂直整合，以确保企业社会和环境责任（CSER）在采购中。我们调查CSER疑虑将推动垂直整合的条件以及非政府组织（非政府组织）影响CSER的行为。本文的灵感来自泰勒吉他在喀麦隆收购乌木厂的收购，以确保CSER。虽然大多数负责任的采购文献侧重于审计作为寻址CSER的机制，我们将垂直整合作为替代方案。我们的分析证实，除了其他众所周知的驱动因素之外，CSER可以是垂直集成的潜在驱动因素。我们分析了游戏理论模型，其中公司可以垂直整合到可能消除CSER风险。我们模型的两个创新特征是外部性的需求外部性（即，公司的CSER违规可以积极地或负面影响其竞争对手的需求）和水平采购（即垂直整合的公司可以向竞争对手销售负责任的采购供应）。我们表明，公司的CSER策略取决于CSER违规风险，需求水平（正面或负面）以及水平采购是否可行的风险。我们发现，在水平采购不太可能的行业中，公司在低CSER违规风险下保持崩解，并在适度的CSER违规风险下垂直整合。令人惊讶的是，公司可以在高CSER违规风险下保持解体，结合强烈的负面需求外部性。相比之下，当水平采购是可能的，但在水平采购中可能无法通过在强阳性需求外部性下通过水平采购来分享负责任的源供应时，公司垂直整合在中等的CSER违规风险。我们表明，在考虑CSER的垂直整合时，公司应该有意识地意识到需求外部性以及在行业中水平采购的可能性。我们还为有兴趣推广CSER的非政府组织提供指导。当水平采购不太可能时，非政府组织应在其报告中指定违规和非威胁公司，但不会过度审查公司;虽然当横向采购是可能的，但非政府组织应该为审查公司的CSER违规行为提供更多资源，并创建行业范围的违规报告，同时避免在其报告中命名特定公司。

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