Sustainable supply chain management in a global context: the perspective of emerging economy suppliers
DOI:
https://doi.org/10.1108/RAUSP-05-2022-0141Keywords:
Supplier perspective, Global supply chains, Sustainable supply chain management, Emerging economies, Developing economies, Systematic literature reviewAbstract
Purpose: This paper investigates how the extant literature on Sustainable Supply Chain Management (SSCM) empirically explores the perspective of emerging economy suppliers operating in Global Supply Chains (GSCs). It thereby explains the role of emerging economy suppliers in determining the success of SSCM.
Design/methodology/approach: A systematic literature review of 41 empirical papers (published between 2007 and 2021) was conducted, involving both descriptive and thematic analyses.
Findings: Our findings demonstrate that emerging economy suppliers have a key role in SSCM, given their use of positive feedback loops to: (i) proactively create remedies to surpass barriers using their collaboration mechanisms, and (ii) exploit authentic sustainability outcomes as reinforcements to drive further sustainability initiatives. We also demonstrate that suppliers are particularly focused on the cultural and institutional dimensions of sustainability. Finally, we provide an explanatory analytical framework to reduce the institutional distance between buyers and their global suppliers.
Research implications: This review identifies avenues for future research on the role of emerging economy suppliers in SSCM.
Practical implications: Recognising remedies to surpass barriers and reinforcements to drive new actions can aid SSCM in GSCs and improve understanding between buyers and suppliers.
Social implications: The valorisation of cultural and institutional issues can lead to more responsible supplier interactions and improved sustainability outcomes in emerging economies.
Originality: This review only analyses the viewpoint of emerging economy suppliers, whereas prior SSCM reviews have focused on the buyer perspective. Thus we reduce supplier invisibility and institutional distance between GSC participants.
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