Improving Work Conditions in a Global Supply Chain

By Richard M. Locke, Monica Romis. 2007

213 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/42e6ce968b23b586355b9deda5777514e377526c

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Citations in the corpus

The Complexity of Context: A Service Ecosystems Approach for International Marketing (2013, background): “The primacy of operant resources in exchange systems is evident in recent studies on global supply chains, which center on the importance of learning (Hult et al. 2000) and the empowerment of employees (Locke and Romis 2007) throughout networks of international organizations.”
Does Monitoring Improve Labor Standards? Lessons from Nike (2006, unknown): “We build on the results presented in this paper, together with more intensive case study data collected as part of this project (Locke and Romis 2007), to suggest a reframing of the debate and the approach to monitoring and improving labor standards in global supply chains.”
Does Sustainable Supplier Cooperation Affect Performance (2012, background): “2005 , Locke and Romis 2007 ) and thereby reduces material costs.”
Clusters, Chains and Compliance: Corporate Social Responsibility and Governance in Football Manufacturing in South Asia (2010, background): “…much emphasis in the GVC literature on investigating how global lead firms implement codes of conduct throughout their supply chains and exploring how CSR codes affect working conditions (Barrientos and Smith, 2007; ETI, 2006; Locke and Romis, 2007; Locke et al., 2007, 2009; Nelson et al., 2007).”
Impact of Supply Chain Transparency on Sustainability under NGO Scrutiny (2018, background): “Thus, companies develop company- or industry-specific codes of conduct and use compliance monitoring as the principle way to address poor working conditions (Locke et al. 2007).”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “Locke and Romis (2007) presented a case in which two similar suppliers responded differently to a client’s demands to reduce task cycle times.”
Voluntary Governance Mechanisms in Global Supply Chains: Beyond CSR to a Stakeholder Utility Perspective (2016, background): “…under CSR strategies (often referred to as ‘voluntary governance mechanisms’) are increasingly used to systematically fill the gap in global supply chains, especially in developing countries where control is needed (Locke and Romis, 2007), rather than to reform social and environmental issues.”
Carrots or Sticks? Improving Social and Environmental Compliance at Suppliers Through Incentives and Penalties (2015, background): “…into the supply chain (Awaysheh and Klassen 2010), collaborative mechanisms to encourage improved supplier performance (Bowen et al. 2001, Locke and Romis 2006, Locke et al. 2012, Vachon and Klassen 2006), and incentives (Klassen and McLaughlin 1996, Lewis et al. 2012, Plambeck et al.…”
Beyond corporate codes of conduct: Work organization and labour standards at Nike's suppliers (2007, methodology): “The analysis of the Nike’s suppliers draws on Locke, Qin and Brase (forthcoming); Locke and Romis (2007).”
Codes in context: How states, markets, and civil society shape adherence to global labor standards: Codes in context (2015, background): “…to codes and monitoring, we do not purport to contribute to the ongoing debate about whether codes and monitoring are themselves mechanisms that drive improvements in labor practices at supplier factories (e.g., RodríguezGaravito 2005; Shamir 2005; Locke & Romis 2007; Kocer & Fransen 2009).”
Global Value Chains, Local Collective Action and Corporate Social Responsibility: a Review of Empirical Evidence (2010, background): “…around CSR codes and international labour, environmental and ethical standards, there have been greater efforts at empirically assessing the gains from compliance, especially on working conditions and workers’ lives (see Barrientos and Smith, 2007; Locke et al., 2007; Locke and Romis, 2007).”
Unpacking the Institutional Complexity in Adoption of CSR Practices in Multinational Enterprises (2016, unknown): “For example, Nike is well known for mandating fair labour standards for its outsourcing partners because of stakeholder expectations in developed countries, even though the supplier factories are independently owned and located in developing countries (Locke and Romis, 2007).”
Regulation and economic globalization: Prospects and limits of private governance (2010, background): “For example, those who have looked more closely at the actual effectiveness of codes and other forms of corporate social responsibility generally come away somewhat skeptical (Locke et al., 2009, 2007).”
Lean and the working environment: a review of the literature (2012, result): “A qualitative study (Locke and Romis, 2007) supports these more positive findings.”