Supplier relationship management for circular economy

By Rameshwar Dubey, Angappa Gunasekaran, Stephen J. Childe, Thanos Papadopoulos, Petri T. Helo. Management Decision, 2019

144 citations recorded by the source corpus.

PurposeWith considerable international awareness of circular economy (CE), the purpose of this paper is to propose a theoretical framework, informed by institutional theory and upper echelon theory (UET), to explain how top management commitment (TMC) mediates the relationship between external pressures and supplier relationship management (SRM) practices for CE.Design/methodology/approachThe authors test the hypotheses using cross-sectional data gathered using a survey of companies involved in sustainability practices.FindingsThe results of the hierarchical regression and mediating regression analyses suggest that TMC positively mediates the effect of external institutional pressures on SRM.Originality/valueThe authors advance existing theory by integrating institutional theory and UET to explain SRM practices in sustainable supply networks. Furthermore, the authors offer guidance to managers who would like to engage in leveraging SRM in sustainable supply networks and outline future research directions.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f3a7210d8cc1132a2a07c9c16e23611d1ca39979

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In Strategy and Management

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Citations in the corpus

• Investigation of circular economy practices in the context of emerging economies: a CoCoSo approach (2021, background): “Some studies are focused on specific circular practices such as Dubey et al. (2019) develops a framework to assess the impact of external pressures and top management engagement on supplier relationship management practises for the circular economy.”