Peters Inter-organisational Design of Voluntary Sustainability Initiatives

Increasing the Legitimacy of Sustainability Strategies for Supply Chains
2010
ISBN: 978-3-8349-8720-4
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 226 Seiten, eBook

Reihe: Supply Chain Management

Companies face two main challenges in the design of voluntary sustainability initiatives (VSIs): They recognise acceptance problems by different strategic stakeholders and opposition by competing initiatives and experience significant resource demands needed to set up VSIs and ask for more efficient solutions.

Dr. Nils Peters received a doctor's degree from the University of St.Gallen (HSG) in business administration at the chair of Prof. Dr. Wolfgang Stölzle. Since then he works as management consultant.

Zielgruppe

Research

Autoren/Hrsg.

Peters, Nils

Weitere Mitwirkende

Stölzle, Prof. Dr. Wolfgang

Inhaltsverzeichnis

1;Geleitwort;6
2;Vorwort;7
3;Index;9
4;List of Figures;14
5;List of Tables;16
6;List of Abbreviations;18
7;Zusammenfassung;20
8;Abstract;21
9;1. Introduction;22
9.1;1.1. Relevance of this research on the design of voluntary sustainability initiatives for supply chains and research objectives;22
9.2;1.2. Research questions;28
9.3;1.3. Positioning of the research within scientific theory;30
9.4;1.4. Outline of the thesis;36
10;2. Conceptual aspects of voluntary sustainability initiatives in the context of proactive sustainability strategies for supply chains;39
10.1;2.1. Conceptual foundation and constituent elements of proactive sustainability strategies for supply chains;39
10.1.1;2.1.1. The strategic approach of corporate sustainability;39
10.1.2;2.1.2. Proactiveness of sustainability strategies;45
10.1.3;2.1.3. Sustainability strategies for supply chains;47
10.1.4;2.1.4. Constituent elements of proactive sustainability strategies for supply chains;53
10.2;2.2. The objective to retain legitimacy with proactive sustainability strategies for supply chains;54
10.2.1;2.2.1. The legitimising role of strategic stakeholders in the design of proactive sustainability strategies for supply chains;54
10.2.2;2.2.2. A process model of involving stakeholders in the design of proactive sustainability strategies for supply chains;61
10.2.3;2.2.3. Types of stakeholder relationships in the context of proactive sustainability strategies for supply chains;63
10.3;2.3. Designs of voluntary sustainability initiatives in the context of proactive sustainability strategies for supply chains and legitimacy;66
10.3.1;2.3.1. Voluntary sustainability initiatives and proactive sustainability strategies for supply chains;66
10.3.2;2.3.2. Legitimising elements of voluntary sustainability initiatives for supply chains;68
10.4;2.4. Intermediary recapitulation: relevance and legitimising elements of voluntary sustainability initiatives for supply chains;73
11;3. Theoretical aspects of designing voluntary sustainability initiatives for supply chains;75
11.1;3.1. Presentation of the theories applied to voluntary sustainability initiatives and legitimacy in the literature;75
11.2;3.2. Institutional theory and its contribution to the design of voluntary sustainability initiatives for supply chains;77
11.2.1;3.2.1. Characterisation of institutions in theory;77
11.2.2;3.2.2. Voluntary sustainability initiatives for supply chains as institutions;79
11.2.3;3.2.3. The emergence of voluntary sustainability initiatives for supply chains in the wider institutional field;81
11.3;3.3. Institutional entrepreneurship and its contribution to the design of voluntary sustainability initiatives for supply chains;83
11.3.1;3.3.1. Institutional entrepreneurship as an organisational strategy to influence institutions;83
11.3.2;3.3.2. The design of voluntary sustainability initiatives as an institutional entrepreneurship strategy;84
11.3.3;3.3.3. The need to specify key resources to design voluntary sustainability initiatives for supply chains;88
11.4;3.4. The resource-based view and its contribution to the design of voluntary sustainability initiatives for supply chains;96
11.4.1;3.4.1. The resource-based view and the resources that enable voluntary sustainability initiatives for supply chains;96
11.4.2;3.4.2. The need to specify the resources in the context of voluntary sustainability initiatives for supply chains and legitimacy;104
12;4. Initial framework: a resource-based view of institutional entrepreneurship in the design of voluntary sustainability initiatives for supply chains;110
12.1;4.1. Summary of theoretical contributions to the design of voluntary sustainability initiatives for supply chains;110
12.2;4.2. Formulation of a resource-based view on institutional entrepreneurship in the context of the inter-organisational design of voluntary sustainability initiatives;113
13;5. An exploratory study of the institutional entrepreneur’s resources in the design of legitimised voluntary sustainability initiatives for supply chains ;116
13.1;5.1. Research method applied: exploratory case study research;116
13.1.1;5.1.1. Case selection;116
13.1.2;5.1.2. Data collection;120
13.1.3;5.1.3. Data analysis;121
13.2;5.2. Presentation of the case studies: the design of voluntary sustainability initiatives for supply chains;124
13.2.1;5.2.1. Migros: The Roundtable on Sustainable Palm Oil (RSPO);124
13.2.2;5.2.2. Axel Springer Verlag: The Tikhvin Chalna project;126
13.2.3;5.2.3. Coop: Basel Criteria and the Roundtable on Responsible Soy (RTRS);128
13.2.4;5.2.4. Unilever: The Marine Stewardship Council (MSC);130
13.2.5;5.2.5. Nestlé: The Sustainability Agriculture Initiative (SAI);131
13.3;5.3. The design of voluntary sustainability initiatives for supply chains and the institutional entrepreneur’s resources;132
13.3.1;5.3.1. Resources leading to legitimised designs of a voluntary sustainability initiative ;132
13.3.2;5.3.2. Complementarities increasing the potential of resources for legitimised designs of voluntary sustainability initiatives;145
14;6. Development of the research model: resources, the design of voluntary sustainability initiatives for supply chains, and legitimacy;154
14.1;6.1. Model of designing voluntary sustainability initiatives for supply chains and formulation of hypotheses;154
14.1.1;6.1.1. Legitimacy in the context of designing voluntary sustainability initiatives for supply chains;155
14.1.2;6.1.2. Resources and complementarities that enable the design of voluntary sustainability initiatives for supply chains;156
14.2;6.2. Summary of hypotheses on the legitimised design of voluntary sustainability initiatives;159
15;7. A confirmatory study of the institutional entrepreneur’s resources in the design of legitimised voluntary sustainability initiatives for supply chains;161
15.1;7.1. Development of the measurement model of the legitimised design of voluntary sustainability initiatives;161
15.1.1;7.1.1. Measures for key resources and complementarities;162
15.1.2;7.1.2. Measures for voluntary sustainability initiative design (VSI);168
15.1.3;7.1.3. Measures for legitimacy;171
15.1.4;7.1.4. Selection of control variables;172
15.2;7.2. Research setting: online survey with structural equation modelling;174
15.2.1;7.2.1. Unit of analysis;174
15.2.2;7.2.2. Data collection procedure, description of sample, key-informant, common-method and non-response biases;175
15.2.3;7.2.3. Two-step approach of structural equation method;180
15.3;7.3. Testing the measurement model of the legitimised design of voluntary sustainability initiatives;181
15.3.1;7.3.1. Testing content and substantive validity;181
15.3.2;7.3.2. Testing uni-dimensionality;182
15.3.3;7.3.3. Testing scale reliability;185
15.3.4;7.3.4. Testing convergent validity;190
15.3.5;7.3.5. Testing discriminant validity;190
15.3.6;7.3.6. Testing predictive validity;192
15.3.7;7.3.7. Summary of measurement model testing;193
15.4;7.4. Hypothesis testing and results: an institutional entrepreneur’s resources and the design of voluntary sustainability initiatives forsupply chains;195
15.4.1;7.4.1. Testing the research model;195
15.4.2;7.4.2. Tests for mediation effects;199
16;8. Conclusion, further research and implications for business practice;202
16.1;8.1. Conclusion;202
16.2;8.2. Limitations and further research;207
16.3;8.3. Implications for business practice;209
17;References;214
18;Appendix;244

Conceptual aspects of voluntary sustainability initiatives in the context of proactive sustainability strategies for supply chains.- Theoretical aspects of designing voluntary sustainability initiatives for supply chains.- Initial framework: a resource-based view of institutional entrepreneurship in the design of voluntary sustainability initiatives for supply chains.- An exploratory study of the institutional entrepreneur's resources in the design of legitimised voluntary sustainability initiatives for supply chains.- Development of the research model: resources, the design of voluntary sustainability initiatives for supply chains, and legitimacy.- A confirmatory study of the institutional entrepreneur's resources in the design of legitimised voluntary sustainability initiatives for supply chains.- Conclusion, further research and implications for business practice.

Über Autor(innen)

Dr. Nils Peters received a doctor’s degree from the University of St.Gallen (HSG) in business administration at the chair of Prof. Dr. Wolfgang Stölzle. Since then he works as management consultant.