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Horizontal Collaboration in Response to Modern Slavery Legislation: An Action Research Project

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Horizontal Collaboration in Response to Modern Slavery Legislation : An Action Research Project. / Benstead, Amy Victoria; Hendry, Linda Caroline; Stevenson, Mark.

In: International Journal of Operations and Production Management, Vol. 38, No. 12, 03.12.2018, p. 2286-2312.

Research output: Contribution to journalJournal article

Harvard

Benstead, AV, Hendry, LC & Stevenson, M 2018, 'Horizontal Collaboration in Response to Modern Slavery Legislation: An Action Research Project' International Journal of Operations and Production Management, vol. 38, no. 12, pp. 2286-2312. https://doi.org/10.1108/IJOPM-10-2017-0611

APA

Vancouver

Benstead AV, Hendry LC, Stevenson M. Horizontal Collaboration in Response to Modern Slavery Legislation: An Action Research Project. International Journal of Operations and Production Management. 2018 Dec 3;38(12):2286-2312. https://doi.org/10.1108/IJOPM-10-2017-0611

Author

Benstead, Amy Victoria ; Hendry, Linda Caroline ; Stevenson, Mark. / Horizontal Collaboration in Response to Modern Slavery Legislation : An Action Research Project. In: International Journal of Operations and Production Management. 2018 ; Vol. 38, No. 12. pp. 2286-2312.

Bibtex

@article{fe12d083e9b84710a8f6a27e42145c22,
title = "Horizontal Collaboration in Response to Modern Slavery Legislation: An Action Research Project",
abstract = "Purpose: To investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage. Design/methodology/approach: Action research has been conducted in the textiles & fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A Non-Government Organisation (NGO) and a trade body have also participated. Findings: Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet limits to horizontal collaboration also exist. Research limitations/implications: The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries. Practical implications: Successful horizontal collaborative relationships rely on actors having a similar mind-set and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation. Social implications: Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers. Originality/value: Prior literature has focused on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.",
keywords = "Horizontal collaboration, relational theory, modern slavery, action research",
author = "Benstead, {Amy Victoria} and Hendry, {Linda Caroline} and Mark Stevenson",
year = "2018",
month = "12",
day = "3",
doi = "10.1108/IJOPM-10-2017-0611",
language = "English",
volume = "38",
pages = "2286--2312",
journal = "International Journal of Operations and Production Management",
issn = "0144-3577",
publisher = "Emerald Group Publishing Ltd.",
number = "12",

}

RIS

TY - JOUR

T1 - Horizontal Collaboration in Response to Modern Slavery Legislation

T2 - An Action Research Project

AU - Benstead, Amy Victoria

AU - Hendry, Linda Caroline

AU - Stevenson, Mark

PY - 2018/12/3

Y1 - 2018/12/3

N2 - Purpose: To investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage. Design/methodology/approach: Action research has been conducted in the textiles & fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A Non-Government Organisation (NGO) and a trade body have also participated. Findings: Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet limits to horizontal collaboration also exist. Research limitations/implications: The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries. Practical implications: Successful horizontal collaborative relationships rely on actors having a similar mind-set and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation. Social implications: Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers. Originality/value: Prior literature has focused on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.

AB - Purpose: To investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage. Design/methodology/approach: Action research has been conducted in the textiles & fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A Non-Government Organisation (NGO) and a trade body have also participated. Findings: Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet limits to horizontal collaboration also exist. Research limitations/implications: The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries. Practical implications: Successful horizontal collaborative relationships rely on actors having a similar mind-set and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation. Social implications: Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers. Originality/value: Prior literature has focused on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.

KW - Horizontal collaboration

KW - relational theory

KW - modern slavery

KW - action research

U2 - 10.1108/IJOPM-10-2017-0611

DO - 10.1108/IJOPM-10-2017-0611

M3 - Journal article

VL - 38

SP - 2286

EP - 2312

JO - International Journal of Operations and Production Management

JF - International Journal of Operations and Production Management

SN - 0144-3577

IS - 12

ER -