The impact of Supply Chain Leadership and Followership on CSR: An empirical study about a Portuguese energy supplier

DSpace Repository

Show simple item record

dc.contributor.author Fontoura, Pedro
dc.contributor.author Coelho, Arnaldo
dc.contributor.other Ekonomická fakulta cs
dc.date.accessioned 2020-04-06T13:38:24Z
dc.date.available 2020-04-06T13:38:24Z
dc.identifier.issn 1212-3609
dc.identifier.uri https://dspace.tul.cz/handle/15240/154702
dc.description.abstract Purpose: The aim of this investigation is to identify the impact of the supply chain leadership (SCL) and followership (SCF) on corporate social responsibility (CSR), considering the moderator role of the supply chain leadership dependency (SCLD). Additionally, we considered the mediating effects of information sharing (IS), shared values (SV) and purchasing social responsibility (PSR), since these variables may help understand the chain of effects that leads to a sustainable supply chain. Methodology: This study uses a structured questionnaire to gather data from a cross-sectional sample of 425 supply chain partners from the biggest Portuguese’s energy supplier. Structural Equation Modelling is used to test the proposed hypotheses, and a multi-group analysis is conducted to find how suppliers’ dependency can impact on the suggested relationships. Findings: SCL has a positive impact on IS, SV and PSR while SCF has a positive impact on IS and SV. IS, PSR and SV have a positive impact on CSR. SCF has a direct impact on CSR, while SCL only shows indirect effects throughout the effects of the mediating variables. Dependency appears to moderate some of the proposed relationships. Implications/Originality: Better understanding the impacts and the chain of effects between supply chain leadership and CSR, also considering the role of dependency as moderating variable. The overall results may support the importance of a truly sustainable business leadership capable to promote social responsibly along the entire supply chain. It is a new approach of supply chain management, identifying how a social responsible company may lead their suppliers to adopt and develop a true and committed social responsible behaviour, and contribute to a better world. Limitations: The research considers only one company suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations to improve the possibility of generalisations. en
dc.format text
dc.language.iso en
dc.publisher Technická Univerzita v Liberci cs
dc.publisher Technical university of Liberec, Czech Republic en
dc.relation.ispartof Ekonomie a Management cs
dc.relation.ispartof Economics and Management en
dc.relation.isbasedon Allen, M. (2016). Facilitating Group Collaboration and Enhancing Supply Chain Conversations. In (Eds.), Strategic Communication for Sustainable Organizations (pp. 231–272). Cham: Springer. https://doi.org/10.1007/978-3-319-18005-2_7
dc.relation.isbasedon Amah, E., & Ahiauzu, A. (2014). Shared values and organizational effectiveness: a study of the Nigerian banking industry. Journal of Management Development, 33(7), 694–708. https://doi.org/10.1108/JMD-09-2010-0065
dc.relation.isbasedon Argandoña, A. (2003). Fostering values in organizations. Journal of Business Ethics, 45(1–2), 15–28. https://doi.org/10.1023/A:1024164210743
dc.relation.isbasedon Björklund, M. (2010). Benchmarking tool for improved corporate social responsibility in purchasing. Benchmarking: An International Journal, 17(3), 340–362. https://doi.org/10.1108/14635771011049335
dc.relation.isbasedon Brammer, S., & Millington, A. (2008). Does it pay to be different? An analysis of the relationship between corporate social and financial performance. Strategic Management Journal, 29(12), 1325–1343. https://doi.org/10.1002/smj.714.
dc.relation.isbasedon Brønn, P. S. (2001). Corporate mission as a driver of Corporate Social Responsibility. Retrieved from http://home.bi.no/fgl96053/stockholm.pdf
dc.relation.isbasedon Butt, A. A, Butt, A. N., & Ayaz, M. (2016). Impact of Ethical Leadership on Organizational Performance and Mediating Role of Corporate Social Responsibility: Evidence from Banking Sector of Pakistan. International Journal of Management Sciences and Business Research, 5(6), 25–37.
dc.relation.isbasedon Cadden, T., Marshall, D., Humphrey, P., & Yang, Y. (2015). Old habits die hard: exploring the effect of supply chain dependency and culture on performance outcomes and relationship satisfaction. Production Planning & Control, 26(1), 53–77. https://doi.org/10.1080/09537287.2013.848478
dc.relation.isbasedon Carroll, A. (1979). A Three-Dimensional Conceptual Model of Corporate Performance. Academy of Management Review, 4(4), 497–505. https://doi.org/10.2307/257850
dc.relation.isbasedon Carsten, M., & Uhl-Bien, M. (2013). Ethical Followership: An Examination of Followership Beliefs and Crimes of Obedience. Journal of Leadership & Organizational Studies, 20(1), 49–61. https://doi.org/10.1177/1548051812465890
dc.relation.isbasedon Carter, C. R., & Jennings, M. M. (2002). Logistics social responsibility: an integrative framework. Journal of Business Logistics, 23(1), 145–180. https://doi.org/10.1002/j.2158-1592.2002.tb00020.x
dc.relation.isbasedon Carter, C. R., & Jennings, M. M. (2004). The role of purchasing in the socially responsible management of the supply chain: A structural equation analysis. Journal of Business Logistics, 25(1), 145–186. https://doi.org/10.1002/j.2158-1592.2004.tb00173.x
dc.relation.isbasedon Chaleff, I. (2003). The Courageous Follower. San Francisco, CA: Berrett-Koehler.
dc.relation.isbasedon Defee, C. C., Stank, T. P., & Esper, T. (2010). Performance implications of transformational supply chain leadership and followership. International Journal of Physical Distribution & Logistics Management, 40(10), 763–791. https://doi.org/10.1108/09600031011093205
dc.relation.isbasedon Del Baldo, M. (2016). Authentic CSR and Leadership: Towards a Virtues-Based Model of Stakeholder Dialogue and Engagement. The Loccioni Group Experience. In Idowu S., Vertigans S. (Eds.), Stages of Corporate Social Responsibility. CSR, Sustainability, Ethics & Governance (pp. 179–203). Cham: Springer. https://doi.org/10.1007/978-3-319-43536-7_9
dc.relation.isbasedon Drumwright, M. E. (1994). Socially responsible organizational buying: environmental concern as a non-economic buying criterion. Journal of Marketing, 58(3), 1–19. https://doi.org/10.2307/1252307
dc.relation.isbasedon Dubey, R., Gunasekaran, A., & Ali, S. S. (2015). Exploring the relationship between leadership, operational practices, institutional pressures and environmental performance: A framework for green supply chain. The International Journal of Production Economics, 160, 120–132. https://doi.org/10.1016/j.ijpe.2014.10.001
dc.relation.isbasedon EDP. (2016a). Sustainability Management Approach 2015. Retrieved from https://www.edp.com/sites/default/files/portal.com/documents/sustainability_management_approach_2015.pdf
dc.relation.isbasedon Friedman, M. (1962). Capitalism and freedom. Chicago, IL: University of Chicago Press.
dc.relation.isbasedon Gill, R. (2003). Change management – or change leadership? Journal of Change Management, 3(4), 307–318. https://doi.org/10.1080/714023845
dc.relation.isbasedon Gold, S., & Schleper, M. C. (2017). A pathway towards true sustainability: A recognition foundation of sustainable supply chain management. European Management Journal, 35(4), 425–429. https://doi.org/10.1016/j.emj.2017.06.008
dc.relation.isbasedon Gosling, J., Jia, F., Gong, Y., & Brown, S. (2016). The role of supply chain leadership in the learning of sustainable practice: toward an integrated framework. Journal of Cleaner Production, 137, 1458–1469. https://doi.org/10.1016/j.jclepro.2014.10.029
dc.relation.isbasedon Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2006). Multivariate Data Analysis. London: Pearson Education.
dc.relation.isbasedon Ho, J. A., Ang, Y. H., & Tee, K. K. (2015). Institutional Corporate Social Responsibility (CSR) Practices: The Influence of Leadership Styles and Their Perceived Ethics and Social Responsibility Role. Pertanika Journal of Social Science & Humanities, 23, 17–32.
dc.relation.isbasedon Hollander, E. P. (1992). Leadership, Followership, Self, and Others. Leadership Quarterly, 3(1), 43–54. https://doi.org/10.1016/1048-9843(92)90005-Z
dc.relation.isbasedon Keating, B., Quazi, A., Kriz, A., & Coltman, T. (2008). In pursuit of a sustainable supply chain: insights from Westpac Banking Corporation. Supply Chain Management: An International Journal, 13(3), 175–179. https://doi.org/10.1108/13598540810871217
dc.relation.isbasedon Kelley, R. E. (2004). Followership. In G. R. Goethals, G. J. Sorenson, & J. M. Burns (Eds.), The Encyclopedia of Leadership (pp. 504–513). Thousand Oaks, CA: Sage.
dc.relation.isbasedon Khan, M., Hussain, M., & Saber, H. M. (2016). Information sharing in a sustainable supply chain. International Journal of Production Economics, 181(Part A), 208–214. https://doi.org/10.1016/j.ijpe.2016.04.010
dc.relation.isbasedon Kim, C., & Schachter, H. L. (2015). Exploring Followership in a Public Setting: Is It a Missing Link Between Participative Leadership and Organizational Performance? American Review of Public Administration, 45(4), 436–457. https://doi.org/10.1177/0275074013508219
dc.relation.isbasedon King, A. J., Johnson, D. D. P., & Van Vugt, M. (2009). The origins and evolution of leadership. Current Biology, 19(19), 911–916. https://doi.org/10.1016/j.cub.2009.07.027
dc.relation.isbasedon Kumar, K. K., Jain, K. K., & Tiwary, R. R. (2013). Leadership activities and their impact on creating knowledge in Organizations. International Journal of Leadership Studies, 8(1), 15–27. https://doi.org/10.2139/ssrn.2045461
dc.relation.isbasedon Lantos, G. P. (2001). The boundaries of strategic corporate social responsibility. Journal of Customer Marketing, 18(7), 595–630. https://doi.org/10.1108/07363760110410281
dc.relation.isbasedon Lau, A. K. W. (2011). The implementation of social responsibility in purchasing in Hong Kong Pearl River Delta: A case study. Strategic Outsourcing: An International Journal, 4(1), 13–46. https://doi.org/10.1108/17538291111108417
dc.relation.isbasedon Li, Y., Ye, F., & Sheu, C. (2014). Social capital, information sharing and performance: Evidence from China. International Journal of Operations & Production Management, 34(11), 1440–1462. https://doi.org/10.1108/IJOPM-03-2013-0132
dc.relation.isbasedon Lundin, S. C., Lancaster, L. C., & Gardner, J. W. (1990). The importance of followership. The Futurist, 24(3), 18–22.
dc.relation.isbasedon Mont, O., & Leire, C. (2009). Exploring socially responsible purchasing in Swedish organizations. Social Responsibility Journal, 5(3), 388–407. https://doi.org/10.1108/17471110910977302
dc.relation.isbasedon Narasimhan, R., Nair, A., Griffith, D. A., Arlbjørn, J. S., & Bendoly, E. (2009). Lock-in Situations in Supply Chains: Social Exchange Theoretic Study of Sourcing Arrangements in Power-based Buyer-supplier Relationship. Journal of Operations Management, 27(5), 374–389. https://doi.org/10.1016/j.jom.2008.10.004
dc.relation.isbasedon O’Toole, J. (1995). Leading Change: Overcoming the Ideology of Comfort and the Tyranny of Custom. San Francisco, CA: Jossey-Bass.
dc.relation.isbasedon Panayides, P. M. (2007). Effects of Organizational Learning in Third-Party Logistics. Journal of Business Logistics, 28(2), 113–158. https://doi.org/10.1002/j.2158-1592.2007.tb00061.x
dc.relation.isbasedon Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544. https://doi.org/10.1177/014920638601200408
dc.relation.isbasedon Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioural research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. http://dx.doi.org/10.1037/0021-9010.88.5.879
dc.relation.isbasedon Preuss, L. (2001). In dirty chains? Purchasing and greener manufacturing. Journal of Business Ethics, 34(3–4), 345–359. https://doi.org/10.1023/A:1012549318786
dc.relation.isbasedon Radaelli, G., Lettieri, E., Mura, M., & Spiller, N. (2014). Knowledge Sharing and Innovative Work Behaviour in Healthcare: A Micro-Level Investigation of Direct and Indirect Effects. Creativity and Innovation Management, 23(4), 400–414. https://doi.org/10.1111/caim.12084
dc.relation.isbasedon Rajeev, A., Rupesh, K. P., Padhi, S. S., & Govindan, K. (2017). Evolution of sustainability in supply chain management: A literature review. Journal of Cleaner Production, 162, 299–314. http://dx.doi.org/10.1016/j.jclepro.2017.05.026
dc.relation.isbasedon Rettab, B., Brik, A. B., & Mellahi, K. (2009). A Study of Management Perceptions of the Impact of Corporate Social Responsability on Organizational Performance in Emerging Economies: The Case of Dubai. Journal of Business Ethics, 89(3), 371–390. https://doi.org/10.1007/s10551-008-0005-9
dc.relation.isbasedon Sahin, F., & Robinson, E. P. (2002). Flow Coordination and Information Sharing in Supply Chains: Review, Implications, and Directions for Future Research. Decisions Sciences, 33(4), 505–536. https://doi.org/10.1111/j.1540-5915.2002.tb01654.x
dc.relation.isbasedon Salam, M. A. (2009). Corporate social responsibility in purchasing and supply chain. Journal of Business Ethics, 85(2), 355–370. Retrieved from https://www.jstor.org/stable/40294846
dc.relation.isbasedon SCM. (2012). Malaysian Code on Corporate Governance. Securities Commission Malaysia.
dc.relation.isbasedon Shiu, E., Pervan, S. J., Bove, L. L., & Beatty, S. E. (2011). Reflections on discriminant validity: Reexamining the Bove et al. (2009) findings. Journal of Business Research, 64(5), 497–500. https://doi.org/10.1016/j.jbusres.2010.04.004
dc.relation.isbasedon Szegedi, K., & Kerekes, K. (2012). Challenges of Responsible Supply Chain Management. Club of Economics in Miskolc, 8(2), 68–75.
dc.relation.isbasedon Tang, C. S., & Zhou, S. (2012). Research advances in environmentally and socially sustainable operations. European Journal of Operational Research, 223(3), 585–594. https://doi.org/10.1016/j.ejor.2012.07.030
dc.relation.isbasedon Tinnish, S. (2014). Engaging Employees Around Corporate Social Responsibility Programs. Hotel Business Review. Retrieved from https://www.hotelexecutive.com/business_review/4076/engaging-employees-around-corporate-social-responsibility-csr-programs
dc.relation.isbasedon Van Velsor, E. (2009). Introduction: Leadership and corporate social responsibility. Corporate Governance, 9(1), 3–6. https://doi.org/10.1108/14720700910936010
dc.relation.isbasedon Walker, H., Di Sisto, L., & McBain, D. (2008). Drivers and barriers to environmental supply chain management practices: Lessons from the public and private sectors. Journal of Purchasing and Supply Management, 14(1), 69–85. https://doi.org/10.1016/j.pursup.2008.01.007
dc.relation.isbasedon Wang, S., & Noe, R. A. (2010). Knowledge Sharing: A Review and Directions for Future Research. Human Resource Management Review, 20(2), 115–131. https://doi.org/10.1016/j.hrmr.2009.10.001
dc.relation.isbasedon Wiengarten, F., Lo, C. K. Y., & Lam, J. Y. K. (2017). How does Sustainability Leadership Affect Firm Performance? The Choices Associated with Appointing a Chief Officer of Corporate Social Responsibility. Journal of Business Ethics, 140(3), 477–493. https://doi.org/10.1007/s10551-015-2666-5
dc.relation.isbasedon Yung, C. T., & Tsai, K. C. (2013). Followership: An Important Partner of Leadership. Business and Management Horizons, 1(2), 47–55. http://dx.doi.org/10.5296/bmh.v1i2.4233.
dc.rights CC BY-NC
dc.subject supply chain leadership en
dc.subject supply chain followership en
dc.subject purchasing social responsibility en
dc.subject corporate social responsibility en
dc.subject sustainable supply chain management en
dc.subject.classification M14
dc.subject.classification L14
dc.subject.classification L25
dc.subject.classification L97
dc.title The impact of Supply Chain Leadership and Followership on CSR: An empirical study about a Portuguese energy supplier en
dc.type Article en
dc.publisher.abbreviation TUL
dc.relation.isrefereed true
dc.identifier.doi 10.15240/tul/001/2020-1-006
dc.identifier.eissn 2336-5604
local.relation.volume 23
local.relation.issue 1
local.relation.abbreviation E+M cs
local.relation.abbreviation E&M en
local.faculty Faculty of Economics
local.citation.spage 75
local.citation.epage 92
local.access open
local.fulltext yes
local.filename EM_1_2020_06


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search DSpace

Advanced Search

Browse

My Account