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

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dc.contributor.authorFontoura, Pedro
dc.contributor.authorCoelho, Arnaldo
dc.contributor.otherEkonomická fakultacs
dc.date.accessioned2020-04-06T13:38:24Z
dc.date.available2020-04-06T13:38:24Z
dc.description.abstractPurpose: 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.formattext
dc.identifier.doi10.15240/tul/001/2020-1-006
dc.identifier.eissn2336-5604
dc.identifier.issn1212-3609
dc.identifier.urihttps://dspace.tul.cz/handle/15240/154702
dc.language.isoen
dc.publisherTechnická Univerzita v Libercics
dc.publisherTechnical university of Liberec, Czech Republicen
dc.publisher.abbreviationTUL
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dc.relation.ispartofEkonomie a Managementcs
dc.relation.ispartofEconomics and Managementen
dc.relation.isrefereedtrue
dc.rightsCC BY-NC
dc.subjectsupply chain leadershipen
dc.subjectsupply chain followershipen
dc.subjectpurchasing social responsibilityen
dc.subjectcorporate social responsibilityen
dc.subjectsustainable supply chain managementen
dc.subject.classificationM14
dc.subject.classificationL14
dc.subject.classificationL25
dc.subject.classificationL97
dc.titleThe impact of Supply Chain Leadership and Followership on CSR: An empirical study about a Portuguese energy supplieren
dc.typeArticleen
local.accessopen
local.citation.epage92
local.citation.spage75
local.facultyFaculty of Economics
local.filenameEM_1_2020_06
local.fulltextyes
local.relation.abbreviationE+Mcs
local.relation.abbreviationE&Men
local.relation.issue1
local.relation.volume23
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