Virtue Out of Necessity?: Compliance, Commitment and the Improvement of Labor Conditions in Global Supply Chains

By Richard M. Locke, Matthew Amengual, Akshay Mangla. 2009

368 citations recorded by the source corpus.

Subfields: Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c942962017ee7c79faebbb2eaf8d1a49ab4a8aea

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Citations in the corpus

The Governance of Global Value Chains: Unresolved Human Rights, Environmental and Ethical Dilemmas in the Apple Supply Chain (2015, background): “Companies such as Apple, Google, Nike, GAP, Adidas and Hewlett Packard have had to deal with governance gaps in global operations (Brenkert 2009; Frost and Burnett 2007; Locke et al. 2009; Locke et al. 2007b; Mayer and Gereffi 2010).”
Global value chains, rising power firms and economic and social upgrading (2015, background): “Over the past decade or so, the “compliance-based model” (Locke et al., 2009) of governing GVCs through private standards aimed at improving quality, social and environmental outcomes has proven inadequate to address these concerns.”
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).”
Social Sustainable Supply Chain Management in the Textile and Apparel Industry—A Literature Review (2017, background): “The greatest factor that assist focal companies in the realization of SSCM practices is the company orientation, and is mentioned by eleven papers [3,67,72,92].”
Labour in Global Value Chains: Work Conditions in Football Manufacturing in China, India and Pakistan (2012, background): “Given this experience, some practitioners and academics have advocated a ‘cooperation paradigm’ to improve workers’ conditions in supplier factories (Locke et al., 2009; Oxfam, 2010).8 In seeking to understand outcomes for workers from participation in GVCs we argue that a combination of possible…”
Conflict Minerals and Supply Chain Due Diligence: An Exploratory Study of Multi-tier Supply Chains (2017, background): “These commitment-oriented approaches focus on positive values such as learning, collaboration, analyzing root causes to problems, as well as incentives and mutual respect (Locke et al. 2009).”
Accountability in a Global Economy: The Emergence of International Accountability Standards (2011, background): “There are also numerous reports on the limited impact of factory auditing in global supply chains (Locke et al., 2009; O’Rourke, 2000, 2003; Stigzelius & Mark-Herbert, 2009).”
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).”
Economic and Social Upgrading in Global Value Chains and Industrial Clusters: Why Governance Matters (2014, background): “This path is driven by global buyers’ explicit commitment to CSR, and corresponds to what is called the ‘compliance’ paradigm (Locke et al. 2009).”
Revisiting Supplier Compliance with MNC Codes of Conduct: Recoupling Policy and Practice at Chinese Toy Suppliers (2014, background): “…adopt policies (i.e., codes of conduct) stating that they and their suppliers will respect workers’ rights, iii) these policies are audited to ensure that they are implemented in practice, and iv) over time suppliers become increasingly compliant or lose contracts from buyers (Locke et al. 2009).”
From Employment Relations to Consumption Relations: Balancing Labor Governance in Global Supply Chains (2014, background): “implementation, codes of conduct are based around the ability of organizations to control their subsidiary plants and contractually to bind independent suppliers to compliance with the requisite standards (O’Rourke, 2006; Locke et al., 2009).”