Corporate Social Responsibility in Supply Chains of Global Brands: A Boundaryless Responsibility? Clarifications, Exceptions and Implications

By K. Amaeshi, Onyeka K. Osuji, Paul Nnodim. 2008

422 citations recorded by the source corpus.

Subfields: Information Systems and Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e8090d23dd0e2798a1373d77af416922632c7f13

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Citations in the corpus

The New Political Role of Business in a Globalized World – A Review of a New Perspective on CSR and its Implications for the Firm, Governance, and Democracy (2011, positive): “The management of social and environmental externalities along supply chains is considered as a strategic necessity (Amaeshi et al. 2007; Porter and Kramer 2006; Zadek 2004) and a leadership challenge (Maak and Pless 2006).”
Management of Social Issues in Supply Chains: A Literature Review Exploring Social Issues, Actions and Performance Outcomes (2017, neutral): “behaviour (Amaeshi et al. 2008).”
Coordinating a socially responsible closed-loop supply chain with product recycling (2017, background): “Also, Nike is frequently blamed for inhuman labour and business practices in several Asian manufacturing factories (Amaeshi et al., 2008).”
Managing Imbalanced Supply Chain Relationships for Sustainability: A Power Perspective (2014, background): “This is surprising given that most research in the field considers the activities of large corporations often working with small suppliers at home or overseas to implement sustainable practices (Hall, 2001; Amaeshi et al., 2008; Lee & Klassen, 2008; Walker & Preuss, 2008).”
A game-theoretic analysis of social responsibility conduct in two-echelon supply chains (2012, background): “Amaeshi et al. (2008) suggest that the more 50 powerful member in a supply chain bears a responsibility to influence the weaker member(s).”
Voluntary Governance Mechanisms in Global Supply Chains: Beyond CSR to a Stakeholder Utility Perspective (2016, background): “Second, suppliers are subject to transaction uncertainties, which, when accompanied by information asymmetry, can pose a significant risk to the viability of their businesses and tempt them to game the system to cover their risks (Amaeshi et al., 2008).”
Developing environmental and social performance: the role of suppliers’ sustainability and buyer–supplier trust (2016, background): “In a similar fashion, the business ethics literature suggests that ‘virtue is lived and not acted since one “does not offer what one does not possess”’ (Amaeshi, Osuji, and Nnodim 2008), meaning that the success of SSCM is to a large extent dependent on the institutional context within which it…”
Robust possibilistic programming for socially responsible supply chain network design: A new approach (2012, background): “Keywords: Fuzzy mathematical programming; Robust possibilistic programming; Necessity measure; Corporate social responsibility; Supply chain network design”
From a systematic literature review to integrated definition for sustainable supply chain innovation (SSCI) (2017, neutral): “(Amaeshi et al., 2008; Andersson et al., 2005; Bröring et al., 2006; Hall, 2002; Hockerts, 2003, 2009; Klewitz and Hansen, 2014; Little, 2005; Wagner, 2008)”
An Institutional Theory perspective on sustainable practices across the dairy supply chain (2014, background): “Sustainable development is an important agenda in the modern business world (Amaeshi et al., 2008; Carroll, 1991; Porter and van der Linde, 1995).”
Conflict Minerals and Supply Chain Due Diligence: An Exploratory Study of Multi-tier Supply Chains (2017, background): “117) is incrementally extended by stakeholders towards a responsibility of firms for wrongdoings that hardly fall into their direct sphere of influence (Amaeshi et al. 2008) leading to new concepts, such as political CSR (Scherer and Palazzo 2007, 2011). Political CSR has gained attention particular”
Manufacturer and retailer coordination for environmental and economic competitiveness: A power perspective (2017, methodology): “European Journal of Operational Research, 241(1), 63-73.”
An empirical examination of the relationship between business strategy and socially responsible supply chain management (2013, background): “Drawing on the arguments by Amaeshi et al. (2008), Blowfield (2003), Maloni and Brown (2006), Neef (2004), Roberts (2003), and Seuring and Müller (2008), we identify the following industries as being socially sensitive: apparel, textile, leather, food, drink, agriculture, light goods manufacturing…”