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CSR implementation strategy constraints in emerging market supply chain context: Bangladesh garment industry experiences
University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies, Business administration.
University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Development, IT and Land Management, Industrial economics.
University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies, Business administration.
University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies, Business administration.
2016 (English)In: International Journal of Applied Business and Economic Research, ISSN 0972-7302, Vol. 14, no 13, 9041-9062 p.Article in journal (Refereed) Published
Abstract [en]

Purpose: The study aims to explore how SC suppliers respond to corporate social responsibility (CSR) implementation strategies and deal with institutional constraints within the global supply chain. Design/Methodology/approach: This research study followed a mixed method approach. A qualitative case study was developed based on data collected through in-depth interviews, observations, workshops and seminar discussions. Findings: Two CSR strategies were identified, together with managerial, organizational, and societal constraints. Both strategies fail due to CSR ignorance and economic constraints of the suppliers. The corporate-driven strategy is constrained by limiting the supplier's margins forcing them to use less responsible subcontractors. The partnership strategy fails as it allows the suppliers to ignore compliance to CSR implementation rules and especially in economically difficult situations. Research limitations/implications: This paper has several limitations. The data illustrate a specific industry and SC companies in a specific country context which makes generalizations difficult. Practical implications: Long-term economic cooperation and negotiation between involved supply chain (SC) parties is prerequisite to improve supplier ability to act independently. This means that the corporate-driven CSR strategy in SC is so far easier to manage but elicit costs for suppliers. Originality/value: This study addresses the difficulties in managing the corporate-driven strategy and the partnership strategy in emerging market business context that traditionally has institutionalized corporate-driven SC control. With focus on two main CSR implementation strategies applied by two case corporations, this article contributes to show how institutional constraints influence on supplier ability in the studied SC context.

Place, publisher, year, edition, pages
2016. Vol. 14, no 13, 9041-9062 p.
Keyword [en]
Bangladesh, Corporate social responsibility, Garment industry, Implementation, Strategies, Suppliers
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hig:diva-23694ScopusID: 2-s2.0-85011617341OAI: oai:DiVA.org:hig-23694DiVA: diva2:1077900
Available from: 2017-03-01 Created: 2017-03-01 Last updated: 2017-03-01Bibliographically approved

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CiteExportLink to record
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Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
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Output format
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